Cross Cultural Management Essay Example | Topics and Well Written Essays - 2000 words - 1

Cross Cultural Management - Essay Example The main religions in China are Buddhism, Islam, Taoism, and Christianity. Buddhism is the most dominant. There are seven major languages used in China, with Mandarin being used by majority of the population. Hans Chinese is the biggest ethnic group. The rest include Zhuang, Hui, Manchu, Uighur, Miao, Tibetan, Yi, among others. The major industries in China include power (nuclear, hydro, and thermal) and manufacturing and automobiles industries. Cross Cultural Theorists Geert Hofstede Geert Hofstede proposed that people differ in terms of several dimensions which include power, masculinity, collectivism, orientation, uncertainty avoidance, and indulgence. The first dimension is power distance. Power distance refers to the degree to which the subordinates in institutions and organizations accept the fact that power distribution is unequal. In cultures where low power distance is approved, consultative power relations are expected. People in the organization relate as equals. Subordina tes participate in decision making and can criticize their bosses. However, in countries with a high power distance, the subordinates accept dictatorial power relations (Hofstede 1980). The dimension of individualism versus collectivism is concerned with the extent of consolidation of individuals into groups. Countries that are individualistic emphasize on individual rights and personal accomplishments. Individuals are expected to act on their own to defend themselves and their families. Nations that promote collectivism act as a team. The dimension of uncertainty avoidance versus tolerance refers to the degree of reducing uncertainty in order to manage anxiety. Individuals in societies with high uncertainty avoidance try to prevent anxiety by strictly following the rules and regulations. Individuals in cultures with low uncertainty avoidance have few rules and prefer unstructured and dynamic settings. These individuals accept changes and are more logical (Hofstede 1993). The mascul inity versus femininity dimension is concerned with the differences in gender roles. Individuals in masculine societies tend to emphasize on power, competitiveness, ambition, materialism and assertiveness. Feminine-oriented societies emphasize on quality of life and relationships. Societies that emphasize on long-term orientation focus on the future. They promote values such as saving, adaptation and persistence, which will bring future rewards. On the other hand, societies that are short-term oriented promote values concerned with the present and the past. Such values include preserving traditions, stability, and reciprocation. Another dimension is indulgence versus restraint. Highly indulgent societies give people the freedom to satisfy their desires and needs. However, societies that emphasize on restraint regulate and suppress the satisfaction of peoples’ desires and needs and are characterized by strict rules (Hofstede 1993). Fons

Pick a developing country Essay Example for Free

Pick a developing country Essay The Philippines is a Southeast Asian country composed of more than seven thousand and one hundred islands. Its capital is Manila and it’s a developing country with a population of about 90 million people. Filipinos, the people of the country, speak Filipino, the national language, and English. The country has a long history of colonialism, having been subject to the rule of three foreign nations: Spain, the United States, and Japan. These three colonial periods in the history of the country produced lasting effects on its culture, political system, economy, and geography. Although the Philippines has a long history of being a colony, its people had resisted colonizers when the interests of the country were endangered. The first colonizers of the country were the Spanish. It’s believed that nearby territories in Southeast Asia traded with the Philippine islands long before the Spanish came. The first recorded resistance against Spanish colonization occurred in 1521 when Spanish explorers, led by Ferdinand Magellan landed in Mindanao, the southernmost region of the country (Schirmer Shalom, 1987, p. 193). According to historians, the Spaniards claimed the islands as Spanish territory and violated the women of the natives. They also attempted to baptize the natives as Christians, resulting in the resistance of some of the natives. Native leaders then decided to make war with the Spaniards and consequently killed the crew members, including Magellan. The Philippine history of colonialism did not end with the death of Magellan, however. In 1565, the Spanish returned to the Philippine islands with superior imperialistic techniques and weaponry. Within ten years, most of the seven thousand one hundred islands of the country had fallen to Spanish rule (Schirmer Shalom, 1987, p. 193). Through coordinated resistance movements across the country, the Philippines was able to break from Spanish rule in 1898, the first complete liberation of an Asian country from a European colonizer. Philippine independence though was short-lived because Americans, who fought the Spaniards to free Cuba, eventually annexed the archipelago as part of their strategy to achieve global dominance (Go Foster, 2003, p. 148). Filipinos resisted their colonization by the United States, resulting in the Philippine-American war. The US tried to suppress the resistance of Filipinos through various techniques, including the establishment of a US government in the country. Just as the US and the Philippines were finishing plans for independence, however, Japan invaded the country during World War II. The Philippines and the US, now working together, defeated the Japanese colonizers in 1944. The US granted the Philippines its independence in 1946 . Today, the Philippines still bears the unmistakable marks of its long history of colonialism. The Filipino language, which is mostly composed of the native dialect of Tagalog, includes many Spanish terms. Words like â€Å"mesa† (table), â€Å"libro† (book), â€Å"lugar† (place), and â€Å"kalye† from the Spanish â€Å"calle† (road) are just some examples of the Spanish language’s impact on the native tongue (Schirmer Shalom, 1987, p. 204). It’s not only in the Filipino language that the long Spanish rule is evident, however. Many elements of Filipino culture have traces of Spanish colonization. For instance, many Filipino families today still practice the Spanish siesta or sleeping during the afternoon. Traditional Philippine clothes like the â€Å"camisa de chino† for men and the â€Å"baro’t saya† for women look like derivatives of traditional Spanish dresses. While the Spaniards ruled the Phillipine islands for the longest time among all other colonizers, Americans perhaps have the deepest impact on the culture of the country. Today, many Filipinos, including the government, treasure the supposed friendship of the Philippines with the United States. The Philippine government has constant contact with the US government and is very vocal about its support of US policies and stands on global issues. The English language is spoken or at least understood by most Filipinos living in the country. Hollywood films do not need to be translated to the Filipino language in order for locals to understand the content. Malls in the country are lined with American shops which many Filipinos frequent. The local media is filled with American films and songs which people tune in to every day. In fact, many Filipinos learn the English language through the media and not through schools, although the English language is taught in elementary and high school (Go Foster , 2003, p. 198). The Philippine government also derives many things from its American counterpart. The government has a President, Senate, House of Representatives and judiciary arm. It is protected by an armed force with the president as its commander-in-chief. Perhaps the most glaring difference between the Philippine and the US government is that the former does not adopt the federal system. Charter change movements in the country recently however, are trying to change that to adopt the federal system (Go Foster, 2003, p. 153). Since the Japanese colonization of the Philippines was short-lived, it left few lasting impacts on the country. The Japanese government still supports the victims of its invasion today, though, especially the veterans of the war and its victims. The Japanese colonization of the country is taught at history classes, ensuring the awareness of young Filipinos of their unfortunate past with Japan (Ikehata Yu-Jose, 2003, p. 328). Past wounds have made the Philippines a very open country to all nations and races of the world. Many Filipinos today love Japanese culture, which is exported to the country mostly in the form of anime (Japanese animation) and computer products. The Philippine government also works together with the Japanese government to improve the lives of citizens (Ikehata Yu-Jose, 2003, p. 328). The geography of the country also bears many marks of colonialism. Manila became the capital city of the country mainly due to the fact that it has ports that welcome ships from other territories. Manila though is not the most prosperous city in the Philippines today. Quezon City, also located in the national capital region, has a wider area and grows at a tremendous pace. Makati City, the Philippine business center, is dotted with skyscrapers that house many multinational companies that do business in the country (Espiritu, 2003, p. 23). The Philippines is a rich source for cheap and skilled labor for many developed countries worldwide because of the Filipinos’ mastery of the English language. There is a booming outsourcing and call center industry in the country which provide young Filipinos with stable jobs. It’s very convenient for American companies to hire call center agents in the country because Filipinos know the English language by heart. Compared to other sources of labor in the world, Filipinos are easy to train to adopt the American English accent. Filipinos are also known as hard-working individuals, making them tempting investments to multinational companies (Espiritu, 2003, p. 23). Resistance though doesn’t disappear even in this age of friendship with past colonizers. There are still many social movement groups in the country that promote the interests of the country by resisting the influence of the United States and other foreign nations. These nationalistic groups follow developments in the government to ensure that Filipino interests are not compromised because of foreign interests or corruption within the government. Some of these groups also recruit members from schools and mobilize them through protests or demonstrations (Pomeroy, 1992, p. 25). The Philippines is now free but experts claim that modern forms of imperialism are still affecting many aspects of the country. Although the age of colonialism is over because the US and other foreign nations cannot put up governments in the Philippines anymore, their cultural influences are still felt by Filipinos as globalization speeds up. Accepting foreign influences in the culture, government and economy of the country is not necessarily disadvantageous to Filipinos, but it’s always best to focus on their own interests as a nation. The development of the Philippines will be faster once it learns to balance the lessons it learned from colonialism with the present realities it confronts. References Espiritu, Y. L. (2003). Home Bound: Filipino American Lives Across Cultures, Communities, and Countries. University of California Press. Go, J. and Foster, A. L. (2003). The American Colonial State in the Philippines: Global Perspectives. Duke University Press. Ikehata, S. and Yu-Jose, L. N. (2003). Philippines-Japan Relations. Ateneo de Manila University Press. Pomeroy, W. J. (1992). The Philippines: Colonialism, Collaboration, and Resistance. International Publishers Co. Schirmer, D. B. , Shalom, S. R. (1987). The Philippines Reader: A History of Colonialism, Neocolonialism, Dictatorship, and Resistance. South End Press.

Uncontrollable Lifestyle Changes :: Legal Issues, Illegal Immigration

Out of the hundreds of thousand immigrants who illegally cross the border there are some who make it to America. The dream of living in America and finding work so they can support their families in Mexico can become a reality. When it becomes a reality many immigrants who make it across start to realize their stuck in America. Through generations after generations many immigrants succeed at earning money in the states and return home to enjoy their success with their families. However, others find out that America has influenced their persona and they decide to stay in America permanently. The beliefs and values they possess are still with them but hidden from the fast paced life of America. Hispanic/Latinos culture is very different from the culture in America. Coming to America has its influences on all immigrants. Situations and plans tend to fade after experiencing the in different cultures of America. Martinez (2001) writes, â€Å"Raul came to America alone to give his children a future. He just never thought about how that very future might swallow them up† (p. 235). It seems it is usually the children of immigrants who tend to be changing their beliefs because of the American influences. Most Hispanic/Latinos come to America to earn money for their families then move back to Mexico. Living in America for several years maybe even a decade can change someone. Martinez (2001) writes, â€Å"Baltazar is likely to disappoint his father and be swallowed up by an American future† (p. 277). Some Hispanic/Latinos still have the same family values from Mexico but manage to change their mind about moving back. They may think the struggle of Mexico’s economy will never change or couldn’t imagine living in those types of poverty environments again. It is like they are sacrificing their traditions and cultures to provide their children an education. Skinner (2006) writes, â€Å"The danger and concern to the U.S. are that poverty places even stronger pressures on the Mexican undereducated and unemployed to migrate north to the U.S. in search of low skill jobs and survival† (p. 7). In order to survive the only option is crossing the border illegally for some Hispanic/Latinos. In poverty stricken homes in Mexico there are not many choices for someone’s future. Education is the main attraction for immigrants who think about future purposes for their children.

The Hunters: Moonsong Chapter Thirty-Two

Moonlight shone in the window, iluminating a long swath of Elena's bed. Meredith had tossed and turned for a while, but now Elena could hear her steady breathing. It was good that Meredith was sleeping. She was exhausting herself: working out constantly, patrol ing every night, making sure al her weapons were in prime condition, wild with frustration that they weren't able to find any solid clues as to the kil er's identity. But it was lonely being the only one awake. Elena stretched her legs under the sheets and flipped over her pil ow to rest her head on the cooler side. Branches tapped against the window, and Elena wiggled her shoulders against the mattress, trying to calm her busy mind. She wished Bonnie would come home. The tapping on the window came again, then again, sharp peremptory raps. Slowly, it dawned on Elena, a little late, that there weren't any trees whose branches touched that window. Heart pounding, she sat up with a gasp. Eyes black as night peered in the window, skin as pale as the moonlight. It took Elena's brain a minute to start working again, but then she was out of bed and opening the window. He was so quick and graceful that by the time she shut the window and turned around, Damon was seated on her bed, leaning back on his elbows and looking total y at ease. â€Å"Some vampire hunter she is,† he said cool y, looking over at Meredith as she made a soft whuffling sound into her pil ow. His gaze, though, was almost affectionate. â€Å"That's not fair,† Elena said. â€Å"She's exhausted.† â€Å"Someday her life might depend on her staying alert even when she's exhausted,† Damon said pointedly. â€Å"Okay, but today is not that day,† Elena said. â€Å"Leave Meredith alone and tel me what you've found out about Zander.† Sitting down cross-legged on the bed next to him, she leaned forward to give Damon her ful attention. Damon took her hand, slowly interlacing his fingers with hers. â€Å"I haven't learned anything definite,† he said, â€Å"but I have suspicions.† â€Å"What do you mean?† Elena said, distracted. Damon was stroking her arm lightly with his other hand, feather touches, and she realized he was watching her closely, waiting to see if she would object. Inwardly, she shrugged a little. What did it matter, after al ? Stefan had left her; there was no reason now to push Damon away. She glanced over at Meredith, but the dark-haired girl was stil deeply asleep. Damon's dark eyes glittered in the moonlight. He seemed to sense what she was thinking, because he leaned closer to her on the bed, pul ing her snugly against him. â€Å"I need to investigate a little more,† Damon said. â€Å"There's definitely something off about him and those boys he runs around with. They're too fast, for one thing. But I don't think Bonnie's in any immediate danger.† Elena stiffened in his arms. â€Å"What proof do you have of that?† she asked. â€Å"And it's not just Bonnie. If anyone's in danger, they have to be our top priority.† â€Å"I'l watch them, don't worry.† He chuckled, a dry, intimate sound. â€Å"He and Bonnie are certainly getting close. She seems besotted.† Elena twisted away from his careful hands, feeling anxious. â€Å"If he could be dangerous, if there's anything off about him the way you say, we have to warn her about him. We can't just sit by watching and waiting for him to do something wrong. By then, it might be too late.† Damon pul ed her back to him, his hand flat and steady against her side. â€Å"You already tried warning Bonnie, and that didn't work, did it? Why would she listen to you now that she's spent more time with him, bonding with him, and nothing bad's happened to her?† He shook his head. â€Å"It won't work, princess.† â€Å"I just wish we could do something,† Elena said miserably. â€Å"If I had gotten a look at the bodies,† Damon said thoughtful y, â€Å"I might have more of an idea of what could be behind this. I suppose breaking into the morgue is out of the question?† Elena considered this. â€Å"I think they've probably released the bodies by now,† she said doubtful y, â€Å"and I'm not sure where they'd take them next. Wait!† She sat up straight. â€Å"The campus security office would have something, wouldn't they? Records, or maybe even pictures of Christopher's and Samantha's bodies? The campus officers were al over the crime scenes before the police got there.† â€Å"We can check it out tomorrow, certainly,† Damon said casual y. â€Å"If it wil make you feel better.† His voice and expression were almost disinterested, provokingly so, and once again, Elena felt the strange mixture of desire and irritation that Damon often sparked in her. She wanted to shove him away and pul him closer at the same time. She had almost decided on shoving him away when he turned to look her ful in the face. â€Å"My poor Elena,† he said in a soothing murmur, his eyes glinting in the moonlight. He ran a soft hand up her arm, shoulder, and neck, coming to rest gently against her jawline. â€Å"You can't get away from the dark creatures, can you, Elena? No matter how you try. Come to a new place, find a new monster.† He stroked her face with one finger. His words were almost mocking, but his voice was gentle and his eyes shone with emotion. Elena pressed her cheek against his hand. Damon was elegant and clever, and something in him spoke to the dark, secret part of her. She couldn't deny that she was drawn to him – that she'd always been drawn to him, even when they first met and he scared her. And Elena had loved him since that winter night when she awoke as a vampire and he cared for her, protected her, and taught her what she needed to know. Stefan had left her. There was no reason why she shouldn't do this. â€Å"I don't always want to get away from the dark creatures, Damon,† she said. He was silent for a moment, his hand stroking her cheek automatical y, and then he kissed her. His lips were like cool silk against hers, and Elena felt as if she had been wandering for hours in a desert and had final y been given a cold drink of water. She kissed him harder, letting go of his hand to twine her fingers through his soft hair. Pul ing away from her mouth, Damon kissed her neck gently, waiting for permission. Elena dropped her head back to give him better access. She heard Damon's breath hiss through his teeth, and he looked into her eyes for a moment, his face soft and more open than she'd ever seen it, before he lowered his face to her neck again. The twin wasp stings of his fangs hurt for a moment, and then she was sliding through darkness, fol owing a ribbon of aching pleasure that led her through the night, led her to Damon. She felt his joy and wonder at having her in his arms without guilt, without reserve. In return she let him feel her happiness in him and her confusion over wanting him and stil loving Stefan, her pain at Stefan's absence. There was no guilt, not now, but there was a huge Stefan-shaped hole in her heart, and she let Damon see it. It's all right, Elena, she felt from him, not quite in words, but in a rock-solid contentment, like the purr of a cat. All I want is this.

Show how Austin builds up suspense and tension in the Elton/Harriet/Emma relationship, leading up to the dramatic conclusion

The first volume of Jane Austens' Emma has a dramatic conclusion in which Mr Elton proposes to Emma. Emma's wild imagination is the source of all the confusion in the novel, as she attempts to match-make the local vicar, Mr Elton and her friend Harriet Smith, who is of a lower social class, with uncertain parentage, (living in a time when status and class were of the utmost importance). During the first volume of the novel the objective narrative stance contains much dramatic irony; the reader is allowed to observe Mr Elton's increasing attachment to Emma with growing pleasure whilst she remains completely oblivious of his infatuation and continues to misconstrue every sign of affection to herself as further indication of his affection to Harriet. The first time the reader hears about Emma's intentions to match-make Mr Elton is at the end of the first chapter- â€Å"Only one more, papa; only for Mr Elton. Poor Mr Elton!† Mr Knightley warns Emma that meddling in the affairs of others can bring nothing but trouble. Mr Knightley is realistic and practical and he often gives Emma good advice, which she is too single-minded to listen to, however he is nearly always right and therefore tension is built up for the reader as we know what mistakes Emma is going to make before she does. Harriet Smith is introduced to the reader and to Emma in chapter three as â€Å"the natural daughter of somebody.† Emma creates a new project for herself to fill her time now that Miss Taylor has married and takes it upon herself to befriend Harriet and make her a lady. It is evident that Harriet is Emma's object of desire for Mr Elton and the sweet, simple, stupid girl is slowly, manipulated by Emma. Of course it is only in Emma's wild imagination that this idea is possible because Harriet's doubtful birth immediately rules her out as a suitable match for the conceited Mr Elton. Emma begins to lay her plans after a chance meeting with Robert Martin. She is very critical of the young farmer, the brother of friends of Harriet and forces Harriet to compare him with â€Å"say†¦Mr Elton.† Emma only needs to make this one suggestion before Harriet convinces herself she is in love; this shows us the extent of Emma's power over Harriet. â€Å"Mr Elton was the very person fixed on by Emma to drive the young farmer out of Harriet's head.† There is a great deal of ambiguity in the novel which shows the reader how Emma interprets Mr Elton so wrongly and how Mr Elton could misunderstand Emma's friendliness towards him: â€Å"She was a beautiful creature when she came to you, but, in my opinion, the attractions you have added are infinitely superior to what she received from nature.† Mr Elton is praising Emma for improving Harriet; however Emma simply assumes that he is complimenting Harriet because this is what she wants him to do. There is much irony and suspense because the reader can see that Mr Elton's affection lies with Emma. Her naivety is one of the main factors which contribute to the mess she creates; she is so wrapped up in her implausible plans that she does not notice how her actions may be causing Mr Elton to form an attachment to her. â€Å"No husbands and wives in the case at present†¦Ã¢â‚¬  Elton repeats and Emma, so exceedingly ignorant to Mr Elton's hints of his affections to her, considers â€Å"whether she had not better leave them together at once†. Austen uses ambiguity to create suspense and anticipation. It is ironic because Emma prides herself on her judgement but she always gets it so wrong; she experiences momentary concern over the extent of the compliments Mr Elton pays her; â€Å"I come in for a pretty good share as second.† She declares, â€Å"But it is his gratitude on Harriet's account,† she reassures herself. Read also Intro to Public Relations Notes Tension is increased after Emma cunningly (but good- heartedly) manipulates Harriet into refusing Mr Robert Martin's proposal- the reader knows Mr Martin is a good suitor for Harriet but has to watch as Emma's snobbery compels her to influence the subservient Harriet. Mr Knightley visits Emma to tell her Mr Martin intends to propose to Harriet, unaware the event has already occurred; â€Å"†¦I have good reason to believe your little friend will soon hear of something to her advantage.† The reader experiences anticipation because we already know what has a happened. Mr Knightley is very angry at Emma's interference and guesses her plans for Harriet and Mr Elton and warns her against them, â€Å"Elton will not do.† Emma is made uneasy by her quarrel with Mr Knightley but once again ignores his good advice, which infuriates the reader. Austen makes us aware of Mr Knightley's astute judgement throughout the novel, this helps to build the mounting tension. The event of the charade is full of ambivalence and the situation is almost hilarious. Mr Elton provides a riddle of love for the two girls' book. It is clearly written as a statement of love for Emma, and as she is so delighted when she tells him that she wrote it in their book, he perceives it as a sign of encouragement. Ironically, however, Emma is quick to work out the meaning of the riddle, but still manages to misinterpret it as blind love for her friend. The riddle could be a metaphor for the situation between Emma, Harriet and Mr Elton: an obvious answer to a puzzle waiting to be revealed. In chapter ten there is an amusing episode in which Emma goes to ridiculous lengths to get Harriet and Elton together; â€Å"Mr Elton was speaking with animation, Harriet listening with a very pleased attention† at this point the reader can justify why Emma might misread this situation. However, we later find out that Mr Elton was actually talking about what he ate at a party, not about their budding romance. The readers are kept in suspense as Emma is warned about Mr Elton, this time from a different Knightley, her sisters husband, Mr John Knightley; â€Å"I think your manners to him encouraging† he says, Emma retorts, â€Å"Mr Elton in love with me! – What an idea!† Emma experiences some confusion when Harriet is too ill to attend a party, because Mr Elton is not concerned about Harriet, but is worried Emma may become infected if she visits her. â€Å"Well†¦this is most strange!† she says to herself. Emma manages to get Mr Elton talking about Harriet's illness, but is dismayed â€Å"when only half a minute afterwards he began to speak of other things† the tension increases because there are so many obvious signs that Mr Elton does not care in the slightest for Harriet. â€Å"Can it be possible for this man to be beginning to transfer his affections from Harriet to me?† Emma begins to think Mr Elton is transferring his love to herself from Harriet; this causes such great frustration to the reader because we know he has always loved her and never Harriet. Emma finally begins to realise the truth of the situation, albeit slowly in chapter fifteen, â€Å"It did appear – there was no concealing it – exactly like the pretence of being in love with her, instead of Harriet† When Mr Elton makes his proposal Emma and he are alone in a carriage together which would not have happened in the period the novel was written in but Austen justifies it because of the snow and the haste the party were in. Emma has already been finding Mr Elton irritating all evening but now that she has suspicions of his attachment to her she is not at all pleased at the idea of the â€Å"tà ¯Ã‚ ¿Ã‚ ½te-à ¯Ã‚ ¿Ã‚ ½-tà ¯Ã‚ ¿Ã‚ ½te drive.† The reader is kept in suspense as Emma prepares herself to talk about the weather, but the declaration of love is sudden, dramatic and short, â€Å"- her hand seized- her attention demanded, and Mr Elton actually making violent love to her.† However, even after this Emma still keeps us anticipating her much awaited comprehension, initially assuming he is drunk; â€Å"Mr Elton, the lover of Harriet, was professing himself her lover.† Mr Elton is oblivious to Emma's dismay, shock and anger and continues his declaration in earnest and it takes Emma a long time to convey her refusal. Mr Elton protests that he never thought of Miss Smith in any other way than her friend, and that all his attentions had been towards her, that he believed himself to have been encouraged by Emma. The conversation grows more heated as Mr Elton insists he could never consider marrying at the ‘level' of Harriet's social status. â€Å"I have no thoughts of matrimony at present† Emma bl untly refuses him and â€Å"He was too angry to say another word†, an outraged silence ensues until the carriage reaches the vicarage and he makes his escape. Austen uses many techniques to create tension and suspense in the lead up to the dramatic and powerful conclusion of the Emma/ Harriet/ Mr Elton situation, including a lot of ambiguity and ambivalence and much irony from the narrative voice. I think Mr Knightley is also a useful tool because he tries to warn her with the truth and we know he is correct and have confidence his opinion, but Emma is so stubborn and determined that she ignores him.

The Death Penalty †Ethics 1 page Essay

The Death Penalty – Ethics 1 page Essay Free Online Research Papers The Death Penalty Ethics 1 page Essay The death penalty is enforced by 38 states for different reasons and it is carried out in different methods from state to state. Nebraska has chosen electrocution along with nine other states. The gas chamber is used be five states. Three states execute by firing squad, and hangings are carried out by two states. Lethal injection is the method most commonly used by 37 states, but is an alternative method to every state, accept Nebraska. Every state punishes convicted criminals that commit murder of some degree. Regardless of what the states system of extermination is, a large majority chooses lethal injection. Since 1976, death row has increased every year until 2000. In 1999, 98 people were executed for the record high. The record high was in 2000, with 3593 inmates on death row and only 85 of these people were killed. In 2002 there was a new record established at 3692 inmates on death row with only 71 executed for the year. This year we are at 3517 inmates on death row, 64 people less than there was in 2001. In 2001 we eliminated 66 lives and we are increasing in numbers again every year. Since 1976, southern states have killed more people than the rest of the country. Texas alone has completed 38 percent of all executions since 1993. The south is setting at 721 executions and the West, mid West, and the Northeast combined total 156. Presently California has 625 inmates on death row followed by Texas with 453 inmates and ranked number three is Florida with 380. California, Texas and Florida gross over 41 percent of all inmates on death row right now. Regardless of your race, creed, sex, or color no one is exempt from the death penalty. Whites are 46 percent of the population awaiting execution. Blacks make up 42 percent. Ten percent are Hispanic, and 2 percent are a mix of all others. Only 40 women have been executed so far, 49 are on death row right now. There have been 36 botched executions, but they repeatedly administered the executions until they were successful. Executions are economically rewarding to the state and taxpayers. On average it costs $38.52 a day to cater and house a convict. It works out to over $14,000 a year. It may cost a lot of money to convict a criminal with the punishment of death, but so does convicting other criminals for scandals and conspiracies. If a convict is only 18 or younger and is sentenced to life, in 25 years the state could save over $350,000 by putting them to death. Since we are putting more people to death every year, we are saving millions. Some people think the death penalty is wrong or unmoral, but it does many positive things for us. We save money and make more space in prisons. There are more jobs for people to do and that helps the economy. Some may say two wrongs do not make a right, but some of these people deserve much worse than just death. We have executed only one murderer for every 1,600 murders. It is wrong to kill as our law states, but what the state does is very calm and conservative compared to what one has to do to be sentenced to death. A mass murder that brutally rapes and kills only has to feel the prick of a lethal injection needle. Torture is unmoral and illegal by law, but that is what some of these sick deranged mass rapist-murders deserve. We do not have a choice but to enforce the death penalty in the united state. Capitol punishment breeds fear and the human instinct naturally wants to survive. If you know you have a good chance of being punished with death, you will think twice before you commit to your act. We can not let murderers live out their lives never needing to pay for anything, not having to work, and walking around prison enjoying conversations with other people and visitors. The people that were murdered will never get that chance to do anything ever again, and that’s just not fair. I see no justice in that. Research Papers on The Death Penalty - Ethics 1 page EssayCapital PunishmentArguments for Physician-Assisted Suicide (PAS)The Effects of Illegal ImmigrationThe Masque of the Red Death Room meaningsThe Fifth HorsemanNever Been Kicked Out of a Place This Nice19 Century Society: A Deeply Divided EraHarry Potter and the Deathly Hallows EssayPETSTEL analysis of IndiaBringing Democracy to Africa

Mobilink Essay Example

Mobilink Essay Example Mobilink Essay Mobilink Essay Chapter 1: INTRODUCTION3 ?INTRODUCTION:3 ?HUMAN RESOURCE DEPARTMENT AT MOBILINK5 ?STRATEGIC HUMAN RESOURCE MANAGEMENT AT MOBILINK:6 Chapter 2: HR POLICIES IN GENERAL (MOBILINK):7 ?POLICIES IN GENERAL:7 1. Working hours:7 2. Protection of company assets people policy:8 3. Dress code policy:8 4. Security and safety policy:10 5. Company publications policy:10 6. Attendance policy11 ?PRACTICES AGAINST THE POLICIES IN GENERAL:12 1)Working Hours:12 2)Protection of Company Assets:12 3)Dress Code:12 4)Security Safety Policy:12 5)Company Publications:13 ?CRITICAL REVIEW ON HR POLICIES OF MOBILINK IN GENERAL:13 Chapter 4: RECRUITMENT AND SELECTION PROCESS:14 ?MOBILINK POLICIES FOR RECRUITMENT AND SELECTION:14 Recruitment policy14 Policy guidelines:14 General conditions for recruitment:15 Application:16 Conditions for selection:16 ?PRACTICES AT MOBILINK REGARDING RECRUITMENT AND SELECTION:18 ? CRITICAL REVIEW ON RECRUITMENT AND SELECTION PROCESS:18 Chapter 5: TRAINING19 ?TRAINING NEEDS ASSESSMENT POLICY AT MOBILINK:19 ?FOREIGN TRAINING POLICY:20 Objective:20 Policy Guidelines:20 Conditions for Overseas Training:20 Surety for Mutual Benefit:20 ?TRAINING: PRACTICES AT MOBILINK21 Types of Training in Mobilink:21 Mobilinks Training programmes:22 ?CRITICAL REVIEW ON TRAINING AT MOBILINK:24 Chapter 6: PERFORMANCE APPRAISAL SYSTEM:25 ?POLICIES AT MOBILINK FOR PERFORMANCE APPRAISAL:25 Frequency of the Performance Review:25 Policy guidelines:26 Performance Appraisal Forms:26 ?PRACTICES AT MOBILINK FOR PERFORMANCE APPRAISAL SYSTEM:27 ? CRITICAL REVIEW ON PERFORMANCE APPRAISAL:27 Chapter 7: CAREER PLANNING DEVELOPMENT:28 ?CRITICAL REVIEW:28 Chapter 8: Rewards System:29 ?POLICIES ON REWARD SYSTEM AT MOBILINK:29 Salary29 ?PRACTICES ON REWARD SYSTEMS AT MOBILINK:32 CRITICAL REVIEW:32 Chapter 8: OCCUPATIONAL HEALTH AND SAFETY MEASURES:33 HOW WELL THESE POLICIES AND PRACTICES ARE ACHIEVING THE ORGANIZATIONAL GOALS? 33 CONCLUSION: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 34 RECOMMENDATIONS:34 BIBLIOGRAPHY:35 Chapter 1: INTRODUCTION Introduction: Orascom Telecom Holding S. A. E. (Orascom Telecom) or (OTH) was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most diversified network operator in the Middle East, Africa and Pakistan. Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, was awarded a license in July, 1992 and started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in, Pakistan a base of over 24 million and growing. Mobilink provides the most extensive network coverage footprint across Pakistan through an integrated technology infrastructure in more than 5,000 cities, towns, villages, and countless remote destinations, including International Roaming in 110 countries through 300 partner operators. There are about 5000 employees currently working in Mobilink of which 4500 are working on permanent basis and 500 on temporary basis, with average of more than 800 employees hired every month. Among them approximately 5% are managers and operatives are 40%, rest are either contractual or not directly related to core business. In April 2001, when the OTH (Orascom Telecom Holding) took over management control of the company, the market share was only 40% but as of March, 2006; Mobilink served over 14 million subscribers, representing a market share of approximately 56. % of total mobile subscribers in Pakistan. However, during the past two years the market share of Mobilink has gone down to 41% (As of March, 2007). The head office of Mobilink is located at KULSUM Plaza, blue area, Islamabad. Its branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan, Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has three main contact centers in three regions of Pakistan. As for the customers centers there are about 2000-2500 customers service centers all over Pakistan. Principal area in which Mobilink Telecommunication is working is that it provides its customers, a wide range of postpaid (Indigo) and prepaid (Jazz) solutions. Keeping in the mind their customer convenience they have also bundled mobile handsets, sold either independently or bundled in Set so Go Get Pack. Competition faced by the company is from al the operators in telecom that includes all the face SGM (Global System of mobile) operators, CDMA operators and LDI operators and land line operators. All these telecom companies Human Resource Departments are in constant need of new employees. So there is stiff competition in the telecom market for Mobilink. Comparison with competitors in the market is shown as in the table. Mobilink is using high IT based technology for operations. Mobilink uses Motorola’s infrastructure mostly at radio based stations, but now it has been exceedingly using Alchatel equipment too. Switching equipment is of Siemens and Alchatel, billing system from Telesens KSCL and Ericsson, Intelligent network from Siemens, Microwave equipement DMC. The GSM (Global System of Mobile communication) band that is used by Mobilink is in 900/1800 MHz. The number of subscribes of Mobilink has been fast increasing since year 2000,the number of subscribes of Mobilink has almost doubled in the last one year from 5 million approx to 10 million approx this figure has almost increased by 50 times as it was in year 2000. This in fact is a milestone for Mobilink. Currently the company has a customer base of over 24 million and its growing. HUMAN RESOURCE DEPARTMENT AT MOBILINK There are about 44 HR professionals currently working at Mobilink of which 10 are managers. Mobilink has a very well defined and structured department and its various policies of keeping each employee productive part of the organization are intoned with the corporate worlds requirement. Employees in the company are largely committed to their organization and have shown progress in the company. Employees are satisfied with the HR department of Mobilink GSM Company. There are several functions performed by HR department which are given below: 6 Planning 6 Recruitment 6 Selection Formal Interview Intelligence tests 6 Research and Development Training 6 Compensation 6 Occupational Health and Safety measures 6 Career Planning and Development 6 Performance Appraisal System In order to make its human resource productive and efficient, Mobilink aggressively work in developing its human resource capital through international and local trainings as well as structured employee ‘well-being’ programs, making it one of the most sought after companies to work for in Pakista n. Mobilink conducts several training program in order to improve the competencies and skills of employees. STRATEGIC HUMAN RESOURCE MANAGEMENT AT MOBILINK: Humans are the basic tool for having competitive edge in the market for most of the organizations and Mobilink is one of these. Mobilink has one of the best HR systems in Pakistan that gives it an edge over its competitors. HR strategy refers to the specific human resource management course of actions that a company pursues to achieve its objectives. But how these strategies/policies/practices are formulated and implemented at Mobilink. There is a whole process behind this. Like most big organizations, this process is also done in accordance with company’s mission. First, Strategic planners analyze what actually is he prevalent culture of the organization, what are the strengths, weaknesses, opportunities, threats (SWOT analysis) of business and its market, and on the basis of all the above analysis, company’s strategic plan is established. In the end HR strategies are formulated in accordance with this overall business’/companies’ strategic plans. Based on these HR strategies, HR policies and practices are also formed and implemented. Any abrupt change in the market requires the organization to follow this analysis in order to be successful. That why organizations continuously keeps on updating their strategies and policies. Whole system for development of HR strategies/policies/practices is as below: [pic] Chapter 2: HR POLICIES IN GENERAL (MOBILINK): Policies in General: WORKING HOURS: Purpose: Hours of work are scheduled to meet the production and work requirements of the Company, and are in conformance with all applicable local laws and practices. Working Hours: The Company shall determine the hours of work: Office Hours: Monday through Friday (09:00 am. – 6:00 pm. ) 9 am to 8 p. m. (Shops operating on one window operation concept) Saturday: The shops timings will be determined by the Customer Service Management keeping in view the customer needs. Sixty (60) minutes meal breaks each day from Monday through Thursday. Ninety (90) minutes meal / prayer break for Friday. Shift work: Employees working in shifts will follow the shift roasters prepared by the line management. Exceptions: Employees may be requested to work on any of the holidays or regularly scheduled day of rest including Saturday/Sunday, if the Company’s business so requires. Breach: Any employee not abiding by the working hours Policy will initially be counselled by his /her immediate supervisor / office manager. Any repeated act will be reported to the Human Resources in writing who will refer the discipline policy for further proceedings. PROTECTION OF COMPANY ASSETS PEOPLE POLICY: Purpose: Mobilink’s continued success depends on the protection as well as the development of technology. Each employee is responsible for preventing the unauthorized use or disclosure of the Company’s sensitive and proprietary information. By following security policies and procedures, employees will protect themselves as well as the physical, proprietary and intellectual assets of the Company. Procedure: Employees to identify themselves to the security guards by showing Company issued Identity Cards. Employees will sign confidentiality and proprietary agreement at the time of leaving the Company stating that no information will be passed on to any other person / organization. Human Resources is responsible for signing of the agreement by the employee leaving the Company before handing over a full and final settlement cheque to the concerned employee. DRESS CODE POLICY: Purpose: Following are the main purposes for this policy. A)To provide all employees with the reasons for suitable attire, acceptability of appearance and enforcement procedures. B)For the benefit of the employee and all other employees in the working area. The employees clothing, hairstyle and jewelry shall not be of the type, which may interfere with the appropriate performance of his/her duties. C)Employees whose duties involve Customer contact must maintain a suitable appearance, as customers judge the Company not only by the quality of product and services the Company provides, but also by the appearance of the people with whom they deal. D)Employees who deal with the general public must maintain a suitable appearance as their dress and actions reflect upon Company Corporate image. Procedure: All female employees shall observe the following dress code: Shalwar Kameez Sari / Blouse Dress Pants / Blouse or Shirt with Jacket or Waist Coat Skirts / Blouse or Shirt with Jacket or Waist Coat (No minis / long slits) Light makeup Light jewelry No Low Necks All male employees shall follow the following dress code: Dress shirt / pants / Tie with Jacket or Coat or Sweater Dress shoes and socks Well trimmed moustache, hair and beard / â€Å"shaved face† Hair length should not go below the shirt collar Employees who work on Saturdays, where they have customer contact will wear Business casual. Business casual is defined as follows: Dress shirt / pants Dress shirt / pants /coat Dress shirt / pants / sweater Dress shoes and socks No joggers No jeans Dress code for female employees will remain unchanged on Saturdays. All Officers / Department Heads shall be responsible for the implementation of the dress code for their employees. Any employee not abiding by the Dress Code under this Policy will initially be counseled by his /her immediate supervisor / office manager. Any repeated act will be reported to the Human Resources Department in writing. SECURITY AND SAFETY POLICY: Purpose: The safety of employees is everyone’s responsibility. Accidents, precaution and efficient work go hand in hand. All levels of employees have a primary responsibility for the safety and well being of all of us. Therefore, interest in practicing safety prevention must be encouraged by: a) Setting good examples. b) Acting upon safety records. c) Reviewing safety programs. d) Holding personal interviews or group conferences. e) Starting activities that will stimulate and maintain employee’s interests. No phase of operation of administration is of greater importance than accident prevention. It is the policy of the Company to provide and maintain safe and healthy working conditions and to follow operating practices that safeguard all employees and result in safe working conditions and efficient operations. Proper First Aid Kit will be available at all Mobilink Offices including remote locations. COMPANY PUBLICATIONS POLICY: Purpose: To provide a means of communicating Mobilink’s policies, objectives, plans programs and development of all employees. To report on all Mobilink activities. To provide an outlet for employees to express themselves in their literary and artistic talents. Policy Guidelines: The Company publishes booklets, news articles and newsletters for the benefit of the employees. The Company maintains the rights to change, discontinue, reverse or edit the content of any publication issued by the Company. Only brochures, pamphlets, newsletters, handbills or posters approved by the Company may be issued or distributed on Company premises. The President and the VP Human Resources Administration must approve all publications intended for all employees. ATTENDANCE POLICY Purpose: To prevent unauthorized absence of employees, this creates serious problems for normal and efficient operations and could result in disciplinary action including termination. Guidelines: In case of any absence continuing for more than 24 hours must be reported to concerned department, in case of illness, a medical statement concerning the illness must be submitted to Mobilink within 24 hours from the time by which the employee was to be on duty. The Company may request an examination by a doctor designated by the Company. Practices against the Policies in General: Following are the main practices that we observed against the general Policies as mentioned earlier. 1) Working Hours: Mobilink is a big organization with quite a load of work. So, though there are policies regarding working hours, we found most of people working more than the limits defined in the policies. As for example, for most executives office timings are from 9:00 am to 6:00 pm but actually they work till 8:00 in most cases. However, with more burdens there are also more rewards. So, if Mobilink takes much out of its employees then it also compensates them well. 2) Protection of Company Assets: At Mobilink, policies regarding the protection of company secrets, important information, assets etc. are followed strictly. We would like to quote our own experience. When we approached Mobilinkers for Organization’s policies, their first response was we need to ask our HR department and we were not able to have the policies that way. Employees really do care for such policies and are pretty loyal to Organization. 3) Dress Code: Dress code is strictly followed at Mobilink, especially by men. Women also dress well but they do go against some policies which, I think, are unjust according to them. For example use of light make-up, light-jewelry etc. As far as the dressing for meeting is concerned, Mobilinkers are as good as George Colony. ) Security Safety Policy: Security at Moilink is of utmost interest for the management and everyone working at Mobilink. To accomplish the above policy, a Safety Committee is set-up as follows: 1. VP HR/Admin 2. Head of Security 3. Member 4. Member The functions of the Safety Committee are: 1. Development of policy recommendations. 2. Encouraging safety efforts. 3. Proper enforcement of safety needs. 4. Fran k and constructive discussion on safety programs. 5. Cooperation with other Companies. 6. Training regarding safety. ) Company Publications: Employee / Company related information for Newsletter and Notice Board is sent to the Local Human Resources Department. Approval of Information / Articles sent by employees is processed by the Human Resources Department before its publication. The Company reserves the right to publish any articles in the Newsletter or any other publications. Any information regarding Company activities or Customer Related information must be sent to the Marketing Department for approval. Marketing must get approval from the President or his / her nominee to place article in Newspaper or Customers Newsletter. Management has the right to change or withhold any information pertaining to Company or other issues. Critical Review on HR policies of Mobilink in General: Most of the General HR policies are well practices at Mobilink with a few discrepancies. This indicates that the organization does have a strong HR system with an effective HR strategy. We may also see this thing as the predictor of good Telecom level policies in Pakistan. The reason being that the general policies, as mentioned above, are more or less the same for all telecom companies. Most of these policies are formulated by the PTA (Pakistan Telecom Authority). So reviewing the success of these policies at Mobilink shows good strategy formulation by PTA as well as Mobilink. Moreover, these policies are not only practiced and observed in telecom sector only. We see such dress code policy, asset protection policy and like in many other business organization. So these policies have a general tendency of being followed. Employees seem to have a stable type of approach towards these general HR policies. They do not seem to show any disagreements over these policies and are pretty contented with what is imposed in such policies. Chapter 4: RECRUITMENT AND SELECTION PROCESS: Mobilink Policies for Recruitment and Selection: Policies for Recruitment and Selection as experienced at Mobilink are: Recruitment policy Objectives: The policy is meant to ensure an effective and efficient method of recruitment and selection. It is aimed at hiring without any discrimination based on race, colour, sex, nationality, ancestry, religion or disability. Policy guidelines: The recruitment policy must comply with regulations set out by the Government of Pakistan. The Sources of recruitment for different job vacancies in PMCL shall include: Internal Advertisement. Databank. Advertising. Head hunters/executive search organizations. Walk in candidates. Colleges and Universities a) External Recruitment: i. No candidate under the age of eighteen will be considered. ii. To avoid conflict of interest, hiring of close relations (brothers, sisters, spouses, first cousins, brothers/sisters in law) will not be encouraged. However candidates falling in this category who have exceptionally good credentials may be considered. Hiring supervisors will need to explain in their assessment of the candidate their qualities that justify hiring. A final decision will rest with the concerned Divisional Head who will need to ensure that there is no conflict of interest. iii. Human Resources will advise Department Heads on salary ranges to be offered to the applicant keeping internal and external equity in perspective. iv. Minimum qualifications must be a Bachelor degree or equivalent. A-Level or equivalent may be considered for call centre/support staff however will require approval of the VP Human Resources Administration. This criteria does not apply to technicians/riggers and ancillary staff. ) Internal Recruitment i. Internal candidates must be confirmed employees of Mobilink who have completed one year of service. However exceptionally good candidates may be considered. ii. Selected candidates will join the new job/position after getting clearance from existing line manager. iii. Spouse of an existing employee will not work for direct competition and either one will have to resign from service. Prospective candidates who se spouses work for competition will not be considered for hiring. iv. Hiring from vendors, franchises, and clients is not encouraged. Exceptionally where offers are made to employees of these entities their prior consent must be obtained. General conditions for recruitment: All recruitment will be done through the Human Resources Department in consultation with the Officers and Heads of the concerned Department. An applicant’s knowledge, skill and aptitude related to the position shall be judged according to a range of factors including: a) Education (Academic / Professional). b) Experience. c) Profile and Psychometric Tests d) Interviews. e) References. Application: Applicants may apply online by registering with the web based recruitment portal. However, when considered for a specific position, they will be required to fill the standard application form of the Company. All applications will be kept on HR database for a period of 6 months only. Conditions for selection: Departments must submit Hiring Request and / or Transfer Request Form to the HR Department and duly signed. Information regarding qualifications and job description should be forwarded for identification of suitable candidates. Lead-time of at least ten working days should be given for selection of candidates. The Human Resources Department would place internal advertisements and / or shortlist suitable candidates from the databank. If no suitable candidate is found, advertisements will be placed in media. The Human Resources Department shall, upon the department’s request, provide screened CVs. The department will do another sift if necessary and conduct interviews with the immediate Supervisor / Department / Divisional Head or his / her nominee and any job related selection tests. Short Listed Candidates will be invited for a final interview with the HR department. The Human Resources Department may conduct Profile and Psychometric Tests for the selected candidate in order to evaluate the suitability of the candidate. Two Reference checks will be completed for the selected candidate either before hiring or during the probationary period. Appointment will be subject to satisfactory references being received. On Selection the following information will be forwarded to HR to be kept in the Employees Personal File: |Interview Evaluation form | | |Passport size Photos. | |Any other special clause. | | |References. | | |Copy of N. I. C. | | |Copies of degree(s): Bachelors and above only and copies of experience certificates. | |Duly filled application form | | In the Case of Consultants the Company will sign a contract with the Consultant for a duration ranging from 3 months to 1 year. The Human Resources Department shall prepare and deliver the Employment Letter to the Employee and obtain signatures on a copy. These were the practices but what actually are the practices for Recruitment and selection at Mobilink. Let’s explore. Practices at Mobilink regarding Recruitment and Selection: Practices regarding the recruitment and selection are in accordance with the policies formulated by the HR department. According to employees following were the recruitment practices. Two types of Recruitments: Internal and External. Sources of Internal Recruitment |Sources of External Recruitment | |Employee referrals |Job fairs | |Internal advertising |University Hunts | | |Advertising | | |Emplacement Agencies | | |Walk in candidates | All recruitment and selection process is handled by the Human resource department. Applications for jobs are mostly made via internet. Selection criteria are totally based on merit. A series of interviews are conducted followed by a panel interview and a group discussion. Only deserving from a lot of applicants are considered Critical Review on Recruitment and selection process: It goes without saying that reference for job works. So it’s surely a flaw in the recruitment and selection process of Mobilink. We know a number of people who get job in Mobilink on reference basis. However, saying all that, getting a job at Mobilink and retaining that job at Mobilink for a time are two different things. One thing was interesting studying the Mobilink Recruitment and Selection process. Company entertains online applications more than mailed ones. To us, reason is twofold. First, it reduces burden during the recruitment process. Secondly, by using online system, company can keep its image as innovative and latest the eyes of its consumers. Chapter 5: TRAINING Training needs assessment Policy at Mobilink: Objective: Identifying the most appropriate solutions to performance problems Procedures: All Company Heads should differentiate between problems that require training and problems that require coaching or other solutions. Usually, only about 20% of performance problems require â€Å"training† solutions. The other 80% are best dealt with by looking at the quality of supervision or by factors in the work environment (rewarding good performance, punishing poor performance, and removing obstacles to good performance). Developing a Company – Wide Management Training Plan Objective: Select/identify the needs, by management level, for the total Company. The Company wills also Facilitate Employees with Short Management Courses from time to time. Procedures: The HR Department will develop the TNA according to the recommendations made by their Supervisors in the performance appraisal form. The HR Department shall coordinate all the tasks until a total Company-training plan is finalized, then follow-up with Department Heads on its implementation. The plan is the result of focusing on the individual discipline needs into one schedule designed to meet the training needs of the total Company. The trainer should be under the headcount of HR so that adequate training sessions can be planned and conducted nationwide. The training requirements of the employees will be picked from the recommendations made by their supervisors in the appraisal forms. The training requirement could also be forwarded by the supervisor if it is not mentioned in the performance appraisal. Foreign training policy: Objective: The purpose of this policy is to enhance skills and knowledge of Mobilink employees and build their capacities to enable them to perform their jobs more effectively and to develop them for future growth. Policy Guidelines: The Company shall pay all Training Expenses, Round Trip Airfare, living Allowance, and Local Transportation in accordance with Company regulations in this regard. Conditions for Overseas Training: Employees who are nominated for enrolment in an overseas training program should meet the following conditions: Should meet the prerequisites of the intended training. Being knowledgeable of the language in which the training program will be conducted. In case an expatriate / contract employee needs to attend a foreign training, he/ she has to be on a one year and above contract, with a duration of 6 months of service to perform at PMCL – Mobilink from the date of starting the training. If the expatriate / contract employee being sent on the training does not meet the above conditions, a waiver could be made on the recommendation of the concerned Chief/ VP and the approval of the president/ CEO. Surety for Mutual Benefit: To ensure that both, PMCL – Mobilink and the employees mutually benefit from overseas professional training provided to employees. The employees returning from training should continue to be in the employment of the Company for following minimum periods as mentioned in Para (4. 2) depending on the training days. Failing of which employees will be liable to pay the PMCL MOBILINK expenses incurred by the PMCL MOBILINK on their training including travel and accommodation expenses. In the event of an employee wishing to leave the employment of the Company he/she will reimburse the Company the expenses incurred by the PMCL- Mobilink on providing the training. PMCL- Mobilink will make appropriate deductions from the employee final settlement including Provident fund. And remaining amount will be deposited by the employee in the Company account. In case an employee doesn’t pay back the due amount to the company, HR will issue notice to the concerned employee mentioning that he/she has to pay back the amount to the company, otherwise, company reserve the right to take legal action. If the employee is terminated for cause he will be absolved from any deductions/ recovery of Training cost. Employee Surety Period and Cost Number of Days of Overseas Training |Duration of Surety |Cost to be recovered | |Up to 6 Days |6 Months |Full | |Between 7 and 10 Days |1 Year |Full | |Between 11 and 15 Days |1 ? Year |Prorated after One Year | |More than 15 Days |2 Years | Prorated after One Year | Cost of Training will be determined by finance in consultation with Technical for Technical Training and Human Resources. Training: Practices at Mobilink On contacting personnel in the Mobilink office it was found out that Mobilink mostly trains its employees by On Job Training which means that the employees are trained as they perform their jobs and along with their duties. The manager or supervisor guides them how to perform their jobs and guides them to efficiency in the work. Internees are trained in various departments and then mostly hired by Mobilink itself and their training is basically teaching them the ropes and the basics of everything. Types of Training in Mobilink: On a general basis the training done in Mobilink can be divided into two categories: Soft skill training Technical Training Soft Skill Training: Helping your employees develop a stronger base of knowledge on topics that affect their personal lives can make them more productive and less distracted in their jobs. Soft skill development courses in areas like personal finance and childcare can help your team better manage the most i mportant areas in their personal lives. This may include the following things for e. g. Conflict management training People management training Communication skills Anger management Time management training Teamwork training etc Technical Training: This type of training has direct effect on the job of the employee. Specific skills are focused and developed accordingly. The engineering trainings of Mobilink are also included with this along with Customer Services training Sales related training Marketing and technology training etc. All these types of training are done to enhance the employees job skills at the level he is at. Mobilinks Training programmes: Mobilink with its large workforce invests aggressively in developing its human capital through international and local trainings as well as a structured employee ‘well-being’ programs, making it one of the most sought after companies to work for in Pakistan. Graham Burke, the President PMCL Mobilink, said Mobilink will provide proper training programmes to its employees in order to make them more aware of their responsibilities† Mobilink, the Pakistan based subsidiary of the global telecommunication giant, Orascom Group, in a strategic move, has outsourced its leadership training and development of about 100, of its senior and fast track managers and supervisors, to the regions well established consultancy firm, Global Management Consultants, who will be responsible for the design and delivery of over 5 months training initiative. Their training methods maintain interest throughout; put emphasis on the practical aspects; and ensure that delegates understand the knowledge gained so that they can immediately and effectively apply it within their own organizations. All training sessions are delivered in a highly participative style, introducing topics in a challenging and thought-provoking way. Practical examples, exercises and case studies are used to illustrate the topics covered and show delegates how they can relate the techniques introduced during the course to their own work situation. Programmes can be tailored to meet the required goal. The various training programmes of mobilink focus on specific skills for e. g. the annual or monthly reports of performance are evaluated by the manager and the weak areas are considered and the respective training is taken up. Mobilink trains its employees in the following fields’ aswell: 1. Customer service training: The employees are trained in communication skills, negotiating skills in order to serve the customers whether in the call centre or customers services centre. They are taught on how to talk appropriately to the customers, how to recognize their problems, solve their problems and how to deal with them. 2. Supervisors training: Leading a department or an organization is a very difficult job and the person at this level must be properly skilled. The supervisor training programme helps those people who are at this post to develop the right skills required and asked for at this job. 3. Leadership workshop: Becoming a Leader Good leaders are made, not necessarily born. You can become an effective leader by developing yourself through a never-ending process of self-study, education, training experience. To inspire your people to higher levels of teamwork there are certain things you must be, know do. Leadership makes people want to achieve challenging goals objectives. This workshop is for managers who have the desire to ‘make things happen’ have a team who need to be inspired into action! Mobilink offers this workshop for is specific employees. 4. Conflict management training: We are living in times where chaos and conflict are on the rise. Lack of conflict can be as damaging for any organization, as having conflicts that go out of hand. In fact conflict is the very source of creativity, without which innovation is not possible. Usually these conflicts are resolved, but occasionally they grow to hinder ones job performance. This program is designed to increase a supervisors ability to prevent conflicts from reaching a crisis stage and how to resolve it when a necessary conflict occurs. A framework for tackling conflict is also provided that helps managers who find dealing with conflict an unpleasant experience. 5. Development of oratory skills: With fit, healthy and active minds perform faster and more accurately with minimal stress. How people speak indicates their state of mind. Nervousness in making public appearance is often the result of not knowing WHAT to do and HOW to do it! Learn to control your nervousness and feel the confident professional image many seek! This workshop will provide hands-on approach to polish oratory skills, use projected media, and present like a pro. 6. Motivating, Coaching Delegating Any approach to develop management skills must involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. They will also discover ways to manage performance of individuals and teams in order to achieve departmental/ organizational goals and objectives. All these programmes are aiming at developing specific skills in specific people for specified purposes. 7. It is believed that leadership skills and business goals are achieved through the training and development of the employees. To make it more motivating the participants of the training programme are awarded a course completion certificate at a graduation ceremony which is held after the completion of the training programme. Critical Review on Training at Mobilink: A lot of effort is put by Mobilink in Training its human resource. Organization has clear policies regarding training needs assessment and procedure for each type of training offered. Training is compulsory for some people in the organization; however, it is on offer for everyone working at Mobilink. A person in the finance department is always welcomed by HR department for Customer service training. A number of training methods are practiced at Mobilink like conflict management training, supervisory skills training etc. with the help of best in the business. Saying all that training basically seems to be for the managers and supervisors but not for the lower level employees. There seems to be a need to increase training efforts focused to this group. Chapter 6: PERFORMANCE APPRAISAL SYSTEM: Policies at Mobilink for Performance Appraisal: Objectives: The purpose of this policy is to provide a formal review program to evaluate work performance and to promote communication and discussion of job performance. The intent of these discussions should be to review current job performance and responsibilities, set goals, and discuss future opportunities with reference to past performance at Mobilink. The Objectives of the Performance Review Program are: o To measure work performance o To motivate and assist employees in improving their performance and achieving their personal/professional career goals o To identify employees with high potential for advancement o To provide objective information for making decisions on salary increases, promotions, bonus and transfers. o To identify employees training and development o To provide a solid path for career planning for each individual Frequency of the Performance Review: Informal performance discussions should be conducted frequently as and when the need arises. These discussions will provide the basis for an objective summarization of performance during formal Performance Reviews and allow more time for discussing future plans and organizational as well as personal objectives. The supervisor is encouraged to make notes on pertinent points discussed and to place those notes in the employee’s personnel file. Formal written performance reviews will be conducted with all employees annually. Notification along with Performance Evaluation Forms will be sent from the Human Resources Department in advance with the scheduled performance evaluation date. All employees will be reviewed at least once at confirmation. Therefore, Performance Reviews will be held on an annual basis from the date of hiring or more often if desirable to do so. The supervisor will receive notification of the scheduled review period from the Human Resources Department. Policy guidelines: The performance appraisal is done on an annual / basis (from January 1st to December 31st). Every employee should know what is expected from him / her through direct supervisors. He / She should participate in agree with the goals objectives set by himself / herself in accordance with the Company’s business plans objective goals. Everyone should have the opportunity to perform develop according to the set objectives agreed upon duties. He / she should also expect self-assessment and take actions to develop his / her competency level increase his / her participation in the achievement of the Company’s objectives. To ensure openness, consistency objectivity, the agreed competency framework covering all aspects of the job should be used as the basis for performance planning appraisals. Accordingly, it should be well known clear for both the Employee and the Manager covered. Department Heads Managers involved in performance appraisals should be well trained familiar with the applied performance appraisal system the appraisal interviewing techniques. The performance evaluation program requires that an annual meeting be held with each employee; however, Coaching, Counselling and Guidance must be an on-going process for the desired improvement and development to be achieved. To give a chance to Subordinates to evaluate their seniors a 360 Degree Evaluation will be conducted at the time of the Performance Evaluation. Performance Appraisal Forms: The performance appraisal forms will be filled once in a year to get a clear picture of the employee performance. Practices at Mobilink for Performance Appraisal System: Mobilink conducts performance appraisal in order to evaluate their employee’s current performance or past performance relative to company’s performance standards. Mobilink try to adapt the performance appraisal in which their employees understood what his or her performance standards were and that the supervisor also provides the employee with feed back, development, and incentives required to help the person eliminate performance deficiencies or to continue to perform above par. There are many performance appraisal methods. Mobilink uses the computerized performance appraisal method. In Mobilink the performance appraisal of employees is conducted in December. The Mobilink HR department has developed a performance appraisal sheet and has downloaded it on the intranet of Mobilink so that the supervisor performs the evaluation of the employees. When the supervisor completes the evaluation, he will send the performance appraisal sheet to the employee for the affirmation with the ideas of the supervisor if the employee does not agree with the supervisor he will not sign the PA sheet. When the last date of submission of PA sheet is passed then the HR department asks the supervisor and the employee about the problem and resolves the problem. Critical Review on Performance Appraisal: Online 360 degree approach of performance appraisal is adopted at Mobilink for evaluating employee performance. In the past only 180 Degree approach for performance appraisal was adopted but now 360 Degree is also in action. This is a very supportive strategy by the organization because if an employee is not happy with the evaluation by his supervisor then he has the authority to challenge. There are a number of rewards that are tied to performance appraisals. So, tool applied for performance appraisal justifies itself. Chapter 7: CAREER PLANNING DEVELOPMENT: Mobilink faces much competition in the telecom industry so now they are focusing on career Management of their employees in which they enable the employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which someone becomes aware of personal skills, interests knowledge, motivation, and other characteristics; acquires information about other opportunities and choices; identifies career related goals and establishes action plans to attain specific goals. Career development is the lifelong series of activities (such as workshops) that contributes to a person career exploration, establishment, and success ad fulfillment. Mobilink gives promotion of their employees on the performance basis. The Mobilink HR department develops the employee’s career development plans in which the HR department predicts the next logical step for their employees within five years. Critical Review: Importance of Career planning in today’s competitive world is as important as any other HR function. Retaining your valuable Human resource today is one of the biggest challenges that organizations are facing. So, HR needs to come up with new strategies. Career planning and development is one of the basic tool and strategy organizations are using for retaining their employees. This function actually makes employees feel that they are important to the organization and Mobilink wants them to be at the top in their careers. However, at Mobilink this function is not fully performed or we should say this function is not performed satisfactorily. There are some policies on these but those are not recognized that well. One point of policy is found along with the compensation other with the recruitment. There should have been separate head for these policies. As far as the practices are concerned, all the employees were reluctant to talk about this during our interview. However, what we analyzed is that career development is practiced but not that openly. Specially, in case if some employee is considering of joining the competitor’s firm. If such is a case then organization has discipline policies for that even. Chapter 8: Rewards System: Policies on Reward system at Mobilink: There is a list of policies regarding the reward system at Mobilink. It offers both kinds of rewards: Intrinsic and Extrinsic. Following are the main reward related policies: SALARY Objectives: The purpose of this policy is to have salaries subject for review in January of each calendar year in the light of merit and inflation. An employee, who is employed on a job with title and specifications, will receive compensation that is relevant to field experience matching with approved salary structure of his / her position. Policy Guidelines: The Company will pay salaries of the employees and all other amounts due to them during office hours and on the job site as follows: All New Employees have to open bank accounts in specified banks prescribed by the Company so that their salary will be credited at the end of each month. Upon termination of service (end of service), the employee will receive his / her salary within 15 working days up to the time of date of his / her last working day. Upon resignation, the employee will be paid his / her dues during a maximum period of 15 working days from the date he / she left the job. Salary Administration Program: Salary Objective: The salary administration program is designed to meet the following objectives: 1. Attract retain the services of competent qualified employees. 2. Provide fair and equitable compensation to each employee and to ensure that the value of each job relative to all other jobs within the Company is established and maintained on a fair and equitable basis. 3. Provide annual performance appraisal for employees to improve their job performance and to encourage them to aspire for promotions to jobs with greater responsibilities i. e. fairly compensate employees based on individual accomplishments and annual performance appraisals. 4. Ensure that salaries are competitive and in line with salary levels that prevail in the industry. 5. Instill employee confidence in the Company’s compensation policies and practices. Salary Outline: The â€Å"Basics† of the salary administration program can be summarized in the following manner; o The VP Human Resources Administration and the concerned Department Head will analyze each job classification. o The HR Department determines an appropriate salary range in relation to similar jobs at other well respected companies (salary survey). o The HR Department will analyze each job and assign a job code, hire rate, minimum, mid and maximum point rate. (Salary Structure) o The HR Department will prepare the salary structure to be reviewed and approved by the Director VP HR. Salary Scale: Each job is assigned a minimum salary, established according to the salary survey results, which specifies the minimum salary that may be paid to incumbents in each job. Minimum through maximum scales is built on a system of mathematical calculations to allow for overlapping between levels as a result of salary, merit or promotional increase. Setting Starting Salaries: Objective: To ensure that each employee is given the starting salary of the title level in which his / her position and experience fall. Also to ensure that consideration is given to past experience and qualifications when setting starting salaries Factors to be put into consideration for setting salaries within the range determined by the departmental Head the HR department The starting salary offered to new candidates by Mobilink will be dependent on two factors: The particular job level for which the job offer is being made. The candidate’s education, experience, qualifications as compared to the minimum qualifications required by the job specification and prevailing industry rates. Salary Administration Procedures: Human Resource Department: Prepare all documentations and their summary affecting salaries, and forward payroll section for processing that includes: o Recruits, transferees o Promotion and increments o Allowances, bonuses and incentives o Discipline o Review the all documents affecting salaries. o Entry of all salaries based on Salary, allowances, deductions and commissions. Besides there are other intrinsic and extrinsic awards that leads towards one objective only and that is: To compensate employee sufficiently so that he may be motivated and constitutes an integral part of Human resource of organization. Other intrinsic and extrinsic rewards include: Medical care Life insurance Vacations Relocation Credit advance policyprovident policy/advance against provident fund and acapping of gratuity EOI Recreation Club Policy Travel Education assistance policy Mobile phone Business mobile phone policy Official Balckberry Poicy Practices on Reward systems at Mobilink: Policies regarding the reward systems are practiced quite strictly at mobilink. Employees are paid when they are supposed to pay. Other rewards are also fast but they are mostly tenure based rather than performance based. In policies it is mentioned that the rewards are totally performance based. However, this policy is not that much followed strictly. Rewards are mostly determined by the organizational membership and seniority rather then by performance. Promotion is given on the basis of performance, as well as tenure. Critical Review: Reward system at Mobilink is quite complicate. The reason for this is that there are many intrinsic and extrinsic, direct and indirect, compensating and non-compensating rewards. There is even a department that looks after the motivational aspect of the employees. How motivation level of employees can be kept to a level so that they can be more productive. PMO (Project management office) introduces many club memberships, game shows, lunch arrangement and many more for employee to be motivated. Similarly, there are special achievement awards at each individual level. Then there are even team awards, department awards and division awards. One thing to mention is criteria for rewards. As mentioned earlier in policies, rewards are performance based. But this is true only in case of achievement awards, group awards etc. If we observe basic pays and increments then those are not performance based. Those are more of tenure based. Mobilink does say that all rewards are performance based. However, it is not the case in practice. Chapter 8: OCCUPATIONAL HEALTH AND SAFETY MEASURES: There is no need for such measures at Mobilink as maximum jobs do not expose you to the health hazards and are not such that require safety measures. However, there is a tendency of being safe in every human and that shows when you visit some Mobilink officer to meet someone of a high designation level. You need to fulfill various safety measures. HOW WELL THESE POLICIES AND PRACTICES ARE ACHIEVING THE ORGANIZATIONAL GOALS? Well the answer is simple. Policies are going pretty well. Numerically, I can say more than 90%. How? Well because these are being practices in the same manner as was expected during the policy formulation time. Moreover, see the results. Mobilink is considered to have the best HR in Pakistan and they have retained this edge. So, it’s so obvious that all overall policies are good and they are also being followed exactly the same way as required to achieve organizational goals. CONCLUSION: To conclude Mobilink has a strong HR system. That is the reason we didn’t found much discrepancies in what management says, what policies state and what employees say. 90 % of the times they were same. There are some minor discrepancies but they are adjustable with little effort. RECOMMENDATIONS: Mobilink has a strong HR system. That is the reason we didn’t found much discrepancies in what management says, what policies state and what employees say. 90 % of the times they were same. However, there were some discrepancies that need attention and their adjustment can make this HR system best in Pakistan. Following are some of the recommendations based on those discrepancies: 1. Human resource department is not fully authorized to take all the decisions. Though HR department claims to have the overall management of the company but that actually is not the case. There are many HR decisions that are taken by the other department. So, there should be a clear delegation of authority regarding decision making for HR department. 2. One thing we observed during our project was that employees were not aware of the in depth policies. The main reason that we have understood for this is their lack of knowledge about policies formulation. Employees are not encouraged to give suggestions in policy formulation. So, our suggestion is that employees should be consulted while policy formulation stage. 3. Benefits and rewards are too complicated for anyone to understand. Though there are many of these but most of employees even have not information as to for what benefit they can go for. So, Mobilink should simplify its reward system for its employees to understand well. 4. The decision making is delegated to managers with goals set for each term promotion, hiring and firing is virtually in the immediate boss’s hand. This practice can cause disharmony among employees for power. Team based structure (like the one at PMO) should be preferred in all departments 5. Mobilink pursues Zero-tolerance policy for disciplinary actions. This is good but not in all cases. Mobilink should look towards its discipline polices and try to be a bit more lenient. 6. Mobilink HR lacks in terms of career planning and development. This important function of HR does not have recognition in Policies’ statement. Mobilink should have a look at this. 7. Mobilink uses only policy specified sources for recruitment which are only 5. In this way it can loose some potential applicants that can be asset to organizations, just because they were not well communicated. So, Mobilink should increase its recruitment sources. During an HR specialist interview, we posed the same question and the answer was â€Å"that’s what policy says; on ground level we do use as many sources as possible†. If this is the case then our recommendation is that Mobilink should adjust its policy accordingly. Formulation of HR policies Company’s HR strategies Formulation of HR practices Company’s Strategic Plan Organizational Performance Company’s Internal Strengths and Weaknesses Company’s Strategic Situation Mobilink’s Competitive Environment Economic, Political, Demographic, Competitive and Technological Trends

My Life Timeline Activity for Kids

My Life Timeline Activity for Kids History is sometimes a hard concept for kids to grasp- not that events happened, but that they happened to real people and that to those people it wasnt history, it was the present. One of the best activities to help show your child the idea of being a part of history is to help him create My Life Timeline depicting their history and accomplishments. Note:  One thing to remember as you tackle this activity is that a child who was adopted may find this activity a little difficult, but there are ways to adapt it to make it more general. Instead of focusing on everything that happened from the time when your child was born and beyond, think about using less specific terms, like past and present. That way your child can decide what events in his â€Å"past† are of importance to him without feeling pressured to know the details of what happened in the time before he was adopted. What Your Child Will Learn (or Practice) Your child will get a sense of historical perspective while practicing sequencing and expository writing skills. Materials Needed: Roll of butcher paper  or some pieces of paper taped together to create a strip about 6 to 10 feet long.Pencils, a ruler, and markers.Pair of scissorsGlue or tapeIndex cardsPhotos commemorating events of your child’s lifetime. (They don’t have to be big events, just a good selection of photos that span his lifetime.) Starting a My Life Timeline Provide your child with some index cards and ask him to help you think about some moments in his life that are most important or memorable to him. Start by having him write his date of birth on an index card. Tell him what day of the week he was born on and the time if you know it, and ask him to add that information to the index card, too. Then, have him label the card with a phrase like Today, I was born!Challenge him to think of other days in his life that were important in his personal history. Prompt him to think about things like brothers or sisters being born, first days of school and family vacations. Ask him to write down the events and their descriptions, one on each index card, without worrying about whether they are in order.Complete this process up to the present day. The last card might say, Made a My Life Timeline.When he’s done coming up with events, have him place all the index cards the floor or on a table. Now, ask him to sequence the events according to whe n they happened, starting with the oldest (his birth date) on the left and working toward the most recent on the right. If your child is having trouble remember which events came before others, you can help him identify when something happened. Providing him with the month and year will be a big help in putting his personal history in order.Look through the photos together to try to find one to match each index card, but don’t stress if there isn’t one. Your child can always hand illustrate an event. Putting Together a My Life Timeline Lay the piece of butcher paper down on a hard work surface (the floor works best).Help your child use the ruler to draw a horizontal line in the middle of the paper from one end to the other.Start at the left end of the paper and draw a small line upward (vertically) from the middle of the paper. This mark will represent the day your child was born. Have him write his birth date above that line. Then ask him to make a similar line at the very end of the paper, writing today’s date and a little bit about himself and his life today.Have him place the index cards- in order- between those two dates, making a small line to connect each card to the line in the middle of the paper.Ask him to match the photos with the events and put each one below the correct index card (under the line on the paper). Glue or tape the pictures and index cards in place.Let your child decorate the timeline, trace the information he’s written with markers and then tell you his personal history!

Google HRM Term Paper Example | Topics and Well Written Essays - 3750 words

Google HRM - Term Paper Example The current paper presents Google as one of the most well known online companies in the world. Many internet companies came into existence after the internet bubble of last decade of 20th century. It is important to note that not all of them were extremely successful and many reported heavy losses. Google was an exception in the internet industry because it was not only successful in surviving but was also successful in growing into a giant corporation. The progress the company has made is tremendous and it is one of the most successful internet firms that are still standing tall today. The rapid growth of Google is mainly because of its innovative culture and leadership. The reasons behind the success of Google are its management style, leadership, innovative culture, and eye opening human resource management practices. The company is such a big name today because of its employees. Google employees are known to be innovative and out of the box thinkers. The company has set new prece dents in the field of human resource management and organizational behavior. Constant innovation has made Google what it is today. The company never stopped after their famous search engine rather they used their search engine to start an advertisement program which helped them grow even more. Today Google is still coming up with newer products so that its name remains in the minds of the consumers. It is because of this approach that Google has earned the reputation of trend setter in the internet industry. ... The company is such a big name today because of its employees. Google employees are known to be innovative and out of the box thinkers. The company has set new precedents in the field of human resource management and organizational behavior. Constant innovation has made Google what it is today. The company never stopped after their famous search engine rather they used their search engine to start an advertisement program which helped them grow even more. Today Google is still coming up with newer products so that its name remains in the minds of the consumers. It is because of this approach that Google has earned the reputation of trend setter in the internet industry. Human Resource Management at Google The human resource management policy and practice of Google is exemplary. The position that Google has attained today in the world is mainly due to its innovative employees and HR policies. Employees are given a free hand to a great extent in the company. Employee freedom is one of the main characteristics of organizational culture at Google. The company has a clan culture where everyone interacts with each other freely. Treatment of employees at Google is also quite different from other companies. Facilities offered by Google are so amazing that every computer science related person on the planet wants to work in the company. Below we will discuss different functions of human resource management at Google. Job design, training, recruitment, selection, performance appraisal, promotion system, pay, and general supervisory style of Google will be discussed in detail below. Job Design Issues The main jobs at Google are innovative in nature. Employees are required to come up with new

Chinese Culture Term Paper Example | Topics and Well Written Essays - 2750 words

Chinese Culture - Term Paper Example Anthropological studies provide information, which explain cultural diversity that people experience across the world. Historical facts project various dimensions in human culture. Historians use cultural dimensions such as language, social structure, religion, beliefs, and relation to the environment among other dimensions to acknowledge diversity in humanity. Each geographical location in the world has people who are distinguished using their cultural identity. Chinese culture provides historical information about the Chinese people, their beliefs, and their attitude towards other people, social economic practices, and education among other factors. This paper is analysis of Chinese culture in relation to socio economic practices, language, education, belief, government, environment, topology, and historical facts about their cultural heritage. Language Historians believe that language is one aspect of culture, which distinguishes various communities from each other. Historians bel ieve that Chinese language has varieties, which have some close relation. The language family of Chinese is Sino-Tebetan (Pletcher, 68). Each group of Chinese language has its own dialect or sub-dialect. These dialects are less or more mutually intelligible. Chinese population, which stands at about 1.2 billion, speaks one these dialects. In China, Chinese is formal language, which they use in both public and domestic places. Sign communication and media communication in China uses Chinese language. It is arguable visitors coming China need to learn Chinese or use interpreters to help them in their communication. Clothes Chinese culture ranks clothing among other primary necessities in life. China a renowned history of garment making in which Chinese exchanged their garments in trade. Chinese garments in the ancient time had ornate details, refined artisanship, and bright colors. Clothes in Chinese culture changed with different dynasties. However, 20 century has observable changes in garments. Some styles portrayed on Chinese garment include Cheongsam, Qipao, western suits, silk stocking, hat, high heels, jackets, bell-bottom, bikinis, miniskirt, and bell-bottom among other fashion trends in the 20 century (Chen 111). Analysts believe that China decided to respond positively to the fashion trends in 1978 by embracing some western practices (Choi 89). During the ancient age, Chinese people devoted, various clothing to people according to the color of the skin. For instance, ordinary people wore costume and long hat when offering sacrifices to ancestors or gods. Another notable aspect of Chinese clothing culture is that ethnic minority wore clothing, which was colorful, flowery, and highly distinctive. Chinese people associate red color to good fortune. Red color characterizes wedding clothes for the Chinese people. It is notable that Chinese in the north wear qipao, and southern Chinese wear Kwa for their weddings. Dominance hierarchy Gender dominance is relev ant in Chinese culture. Men gender dominated over women in the Chinese culture. The culture views a woman a subordinate who is subject to his father during the youthful stages, to her husband upon reaching maturity, and to her son at old age (Palmer 44). Dominance by the male gender in the Chinese culture influences the activities of women. Women should not roam freely as men. Largely, their duty is to stay inside the house performing house chores. Cultural responsibility for women gave them the authority to govern their homes, whereas men guarded the outer world. In ancient time, women never had dominant role in the family. Historic information about hierarchy in ancient time in China indicates that social stigmatization characterized life of the Chinese people (Chen 138). For instance, women