Communicate with Clients Case Study Example | Topics and Well Written Essays - 2250 words

Communicate with Clients - Case Study Example By contrast, a poor communicator will speak non-stop, denying the other party an opportunity to take an active part in the dialogue. Examples of non-verbal dues are facial expressions and eye contact(Daisley-Snow, et al., 2014). Facial expressions reveal the emotions of a person in a powerful way that words cannot. For instance, a person who is surprised may raise their eye-brow. Similarly, when people are sad, they frown and when they are happy they smile. Eye contact is one of the most powerful visual clues (Daisley-Snow, et al., 2014). When one talks to a person and the recipient maintains their gaze into the eyes of the speaker, this is usually taken as a sign of interest. Also, when a person is thinking, they tend to stare far into the distance. These are the tools I would use to build a therapeutic relationship with my client Adonia. In order to get the most of my consultation with Adonia, I would use several listening skills. These would include paraphrasing, summarizing, questioning and the use of encouragers (Bolton, 2009). I would use paraphrasing whenever Adonia would seem uncertain of what they were telling me. In that case, I would paraphrase what they had just said and ask if that was what they meant. I would resort to summarizing if I felt that the client was giving too much information that was not relevant and, therefore, not adding value to the consultation. I would look for appropriate moments then intervene. Such moments would include her pauses. I would intervene by redirecting her to the purpose of the consultation. I would question my client whenever they appeared not sure of whatever they were saying or at moments when they appeared doubtful of me. In the first instance, I would restate what they had just said and ask them if they were sure of it. In the second instance, whenever I sensed doubt through the way she expressed herself facially, I would encourage her to ask me questions so I could clarify points. Encouragers would come

Understanding Business Research and Concepts Essay Example for Free

Understanding Business Research and Concepts Essay There are many different types of quantitative data collection instruments and sampling methods available to researchers. The ones that I have picked for the purpose of his paper are questionnaire, sampling and surveying. Each can be a value to a researcher when completed with accuracy. Validity is the degree to which an instrument measure what it is purports to measure. Invalid instruments can lead to erroneous research conclusions, which in turn can influence educational decisions. Reliability is the internal consistency or stability of the measuring device over time (Gay, 1996). A questionnaire is a series of questions ask to the subject to get responsive directly from the subjects. Questionnaires are widely used especially in descriptive survey studies. Surveying collects factual data from participants and gain opinions. The first of two research articles I picked was â€Å"A descriptive study of workplace conflict management styles,† The study has a non-experimental, descriptive, and quantitative research design, a sample size of 103 employees working in financial, IT, academic and marketing sectors were analyzed (stratified random sampling was used for the purpose). Statistical measures like Cranach’s alpha, independent samples t test, bivariate correlation, robust tests for equality of means, multiple comparisons (Turkey HSD) and chi square tests were employed to analyze the data. Research revealed that employees of fairer sex in Indian organizations used integrating, compromising and avoiding styles of interpersonal conflict handling. Dominating and obliging styles were followed by males and same was true for all the employees as their age increased. Additionally, employees having superior income and work experience were found to be less  integrative and more dominating in their management of conflict. Further, marital status of the employees also affected the conflict handling style. Interpersonal conflict understanding is crucial for smooth functioning of the organizations. Managers today are devising innovative handling techniques as conflict poses a great challenge for them. The present study can facilitate the management practitioners in understanding the concept and its implications. (Abbas, 2012). Tukey HSD test shows that there is significant difference in dominating conflict handling style only among the undergraduate and post graduate employees (p  answers are able to give you trusted results. Using qualitative research design methods is most essential when dealing with business research. Understanding how numbers and data effect a business’ growth and production are essential in determining what is making or breaking a company’s vision. Profit is understandably the primary goal of any business; however, qualitative data is most essential when determining data on what products, programs, or ideas are attractive to a potential or current customer. Using qualitative analysis will help in making the right choices and provide quality overview for necessary adjustments. One of the largest understandings of Adobe was unmet customer needs. Their belief was that even in an age of collecting data, no light can be shed on the gap of unmet customer needs. By determining what customers needed by using surveys, collecting email comments and letters, and by communicating with people and businesses, Adobe believed that it could continuously make adjustments to their programming to satisfy the needs of customers and potential customers. Keeping the questions simple, the ideas of Adobe and its future were generated through a series of questions that customers could answer. Without going too much into detail, customers could have simple questions answered, and thus be more satisfied, which in return generated more business. Some of the sample questions derived from (adobepress.com) are as follows: â€Å"Why do customers come to the business? Why do they leave? Do customers understand what the business has to offer? Do customers want what the business has to offer? Is there anything customers want from the business that it is not providing? When analytics data shows areas of concern—for example, high drop-off rates, repeat page views, and so on—what are the reasons for the customers’ actions? Which product or service is most important to customers? The above questions were a qualitative aspect design in an attempt to conduct research and analyze that research to better serve the customer. Providing customers with a questionnaire template, allowed for millions of  reviews and feedback. Taking this research and feedback allowed Adobe to make adjustments where needed and ultimately provide the customer and or business with a better product. Updating and revamping programming through technological advancements has been key to the Adobe enterprise when satisfying its customers. The desire and key aspect of successful qualitative research is being able to see ones business and products through the eyes of the customer. When one puts his/herself in this predicament, one will see the significance of such important research and designs methods as in qualitative research analysis. References Abbas, S. M. (2012, Jul-dec). A DESCRIPTIVE STUDY OF WORKPLACE CONFLICT MANAGEMENT STYLES IN INDIAN ORGANIZATIONS. Retrieved from ProQuest: http://search.proquest.com.ezproxy.apollolibrary.com/docview/1524709477?pq-origsite=summon LUND, D. A. (2013). Laird Statistics. Retrieved from Descriptive and Inferential Statistics: https://statistics.laerd.com/aboutus.php Troshani, I.R. (2007, Oct-Dec 98-105,107-111). Drivers and Inhibitors to XBRL Adoption: A Qualitative Approach to Build a Theory in Under-Researched Areas. Retrieved from International Journal of E-Business Research: http://search.proquest.com.ezproxy.apollolibrary.com/docview/222302520?pq-origsite=summon

Approaches To Hr By Multinational Corporations Management Essay

Approaches To Hr By Multinational Corporations Management Essay For better understanding this is important to discuss what a multinational company is in first place. In short words multinational company can be defined as a company or an organization that serves or produce in more than one country is known as multinational company. Other names use for such kind of organizations is Multinational Corporation (MNC), Transnational Corporation (TNC) or Multinational Enterprise (MNE). Multinational organization can be engaged in manufacturing, services or the exploitation of natural resources in the operating countries. Different writers described different definition of multinational companies. According to Moore Lewis (1999, P. 21) stated that an enterprise that engages in foreign direct investment (FDI) and own or controls value adding activities in more than one country is known as multinational enterprise. As Jones (1996, p.4) says An MNE is usually defined as firm that controls operations or income generating assets in more than one country. The re is a long list of multinational firms like Sony, Nestle, Wal-Mart Stores, General Motors, Ford Motor, ConocoPhillips Microsoft, Nokia, Toyota Motors, Intel, Coco-Cola, Sony, IBM, Nike and Citigroup etc. Now the main question is about the multinational companies of different origin adopt different approaches of HRM practices. To discuss this section this is really important to discuss the HRM practices in first place, to define what HRM is and then its practices will be discussed throughout this essay step by step, and then practices of HRM in broader context for the MNCs or MNEs. HRM is modern word use in the businesses, which can be defined as a model of personnel management that focuses on the individual rather than taking collective approach. (www.dictionary.bnet.com). As Pennington Edwards (2000, P. 4) stated that Human Resource Management (HRM) is a new way of thinking about how people should be managed as employees in the workplace. It can be classified into two schools of thoughts.i.e. Hard HRM Soft HRM. Both types of HRM are under studies of different authors in detail. Now to concentrate on the question directly a survey is going to be under studies Country of origin effects and HRM in multinational companies which took place in 2007 by P. Edwards et al. In which he discussed 302 UK based multinational companies, which cover both UK owned and overseas owned companies. This study will play an important part in the essay to get the conclusion either multinational companies of different nationalities have different HRM approaches and practices or not. 2- Challenges in multinationals According to Brett, Jeanne Kristin, 2006, international businesss nature is going under a sea change. The globalisation, multi-nationalisation, and the geographical diversification is pushing companies towards change in their management structure and style. Multinationals now need to consider regional market conditions and develop strategies to cater to each of the regional markets. 2.1- Culture shock Culture shock is the big challenge for multinationals, the difference brings the different thinking ways and working ways, and it needs time to adjust it. In most cases the expatriate manager prefer to emphasize and require the home office or home country values on the host countrys employees instead of accepting and learning within the new culture. (Adler, 2002) 2.2- Lack of cross cultural training In fact, most multinationals ignore this training program during the staffing management. However, the better understanding about culture block can help managers to improve the effectiveness of staffing management. For example, The managers at Bell Canada were totally asked be training about Muslim laws of drinking and the treating of women there before he or she assigned a project for Saudi Arabia such like constructing the telephone system in there. (Adler, 2002) 2.3- Family problems Family problem for PNC manager is another challenge. The overseas employees always think of their family. Sometime, such emotion will effect the concentrations in their work. These difficulties are usually underestimated. What the organization should do is to assist expatriates family to adapt their new environment. (Dolan, 1996) 3- HRM Functions in MNCs Team members of multinational companies come from different countries with the different culture, economic, religions and habits. All of these differences bring the different thinking and working methods, thus, how to manage the multicultural team is a big challenge for the HRM in the multinationals. In the article Managing multicultural team, the author states that Communication in Western cultures is typically direct and explicit. In many other cultures, meaning is embedded in the way the message is presented. The differences can cause serious damage to team relationships (Jeanne Breeet , Kristin Behfar, and Mary C. Kern, 2007) . 3.1 Retaining subsidiary staffs retention It can be argued that the retention of staffing in the multinationals subsidiary conducts huge influence. The transfers between the PCNs, HCNs and the TCNs are the big issues in the staffing management strategy. Scolders identify that the HCNs and TCNs who are sent to the corporate headquarters (HQ) called inpatriates. As this article mentioned before, the ethnocentric approach, the polycentric approach, the regioncentric approach, and the geocentric approach are the four major nationality staffing policies in the international staffing, by analyzing the complex and the new situation appear in the relationships between the HQ and subsidiary, B. Sebastian Reiche (2007) explores the international stiffing-related retention strategies . Firstly, he claims that a pluralistic and consensus-driven approach to international staffing enhances the retention capacity of international staffing practices through increased responsiveness to and involvement of the respective local unit. He states that the knowledge and skill from the local staff can help multinationals to reduce the risk and culture-bound in the local market. He also believes that this approach can improve the loyalty of local staffs, and the local staff can achieve individual career plan to cohere the institutional development plan. At the same time, he states that the PCNs still act as the vital role for informal controlling and coordination in the multinational companies. Secondly, he indicates that expatriation of local staff can help to retain the MNCss retention. In this approach, he states that the inpatriates can share their social and contextual knowledge of the subsidiary environment with managers at the HQ. And also inpatriates tend to be accepted by HCNs more willingly than foreign personnel. HRM is all concern about the employees at the work place, but the demands from HRM gone up as the education rate grown up. As Pennington and Edwards (2004, P.4) stated that As a level of education become higher, a greater proportion of the population world wide expect more than fair treatment, they seek a range of intrinsic rewards such as job satisfaction, a degree of challenge, a sense of career progression and satisfying relation with co workers. 3.2 Selection Recruiting:- The main function of HRM is selecting and recruiting, no matter the firm is domestic or multinational. Staffing issue for domestic managers and MNCs managers are not very different for recruiting for the middle management or ground floor workers, but for selecting and recruiting of top management then the choices come like parent country national (PCNs), Host country national (HCNs) or third country national (TCNs). According to Parlmutter (1989) divided into three main categories. Ethnocentric where top management favours PCNs managers, who are posted abroad for a period of time. Polycentric where top management give choice to subsidies to fulfil management posts themselves, and Geocentric when top management recruits managers globally and post them anywhere in the world. For example Japanese style of HRM dont rely on interviews and job advertisements, they select the people from the universities and the most top MNCs can afford the students from the most prestigious university. According to Keeley (2001, P.62) stated that unlike the most Western companies detailed job description rarely exist. The company seeks to determine if the prospective employee has the type of personality that fits in well with the atmosphere at the company.While US MNCs rely on interview must attribute of HRM practices in their subsidies. In China, they had no selection processes per se when they first started. Senior managers were appointed by community government-officials. Most of the new hires were based on employee referrals. Selection criteria were based on nepotism and contacts. Hiring decisions are influenced by the following in china: 1. A persons ability to perform the technical requirements of the job 2. A personal interview 3. A persons ability to get along well with others already working here 4. Having the right connections (e.g. school, family, friends, region, government, etc.) 5. The companys belief that the person will stay with the company 6. An employment test in which the Person needs to demonstrate their Skills 7. Proven work experience in a similar job 8. A persons potential to do a good job, even if the person is not that good when they first start 9. How well the person will fit in the companys values and ways of doing things 10. Future co-workers opinions about whether the person should be hired (Huczynski, Andrzej / Buchanan, David, 2001) A most important attribute in Japanese style of HRM is called Shushinkoyo which means life or long term employment. This is considered the success key of Japanese HRM as stated by Keeley (2001, P.65) Nevertheless, a number of scholars both Japanese and non Japanese have praised Shushinkoyo and have attributed the success of Japanese enterprises to its practice. Here this shows that multinational companies from Japan apply different approach for selection the new recruits while US MNCs rely on a different phenomena of selection and recruitment. 3.3 Performance Appraisal:- This is the HR attribute which has significant attention from both academics and practitioners, the appraisal system in US MNCs use to reduce the labour force as stated in Edwards (2007, P. 40) that some US companies, GE for instance, have become known for using the appraisal system to remove the lower- performing employees from the workforce on a regular basis and /or to identify those in need of remedial action for their performance level. But in Japanese MNCs the companies gives the life time or long term employment as mentioned by Keeley (2001) that it is one of the best attribute of Japanese HRM in small Japanese enterprises or Japanese MNCs. Differences can b seen in the Edwards (2007) survey of Japanese and US multinational companies based in UK, where he stated that US companies are more likely to emphasise the importance of behaviour in relation to corporate values, while Japanese firms give lower importance rating to quantitative or qualitative individual evolution criteria , and criteria based on corporate values. In large organizations the performance review on periodic basis, this is second task of organizations HR departments, after hiring an employee and on the basis of performance employee get bonuses, promotions and rewards. Performance appraisals give opportunity to the workers (individual/group) to get prepare for the future goals of firm. 3.4 Pay, Compensations, Rewards Benefits:- Compensations like hourly wages and annual salaries while benefits are like life insurance, pensions and sick pays etc. According to Cherrington (1995) stated that compensation should be legal and ethical, adequate, motivate and fair, and should be able to give employment security to the worker. Pay compensation and rewards are not really different from each other, but in simple words rewards is the term use to motivate and to get the future goals by means of workforce for an organization, the reward system plays an important role, by reward (individual/group) the workers get appreciation and get themselves more committed to the firm. These are the some of the main features and functions of any (domestic/MNCs) firm HR department. In Japanese style of HRM they use a Japanese term Nenko Joretsu which means seniority system, where in Japanese HR management the wages goes up with the age and experience, as stated in Keeley (2001, P. 76) said that though nenko is most often translated as seniority'. While US and Europe MNCs apply the performance related pay system. This is the most important phenomena of MNCs HR system when they go to borderless business. According to Edwards (2007, P. 46) stated in his survey that Nationality has some effects. For example, American firms are likely to give organisational performance a higher importance rating for the KEY GROUP than others firms. UK firms are more likely emphasis individual output measures for LARGEST OCCUPATIONAL GROUP. It shows the difference in attribute of HR practices and approaches in multinational firms. 3.5 Training Development:- This is one of the important as well as crucial task for HR department for a firm operating globally, in this area of HRM multinational companies of different origin follow different approaches, for example according to Tung (1981) stated that by comparing US, European and Japanese corporations, Americans firms it seems tend to underestimate the importance of training, whereas most European and Japanese organizations see this as a highly important area of attention. The objectives and goals of training and development are to make sure the skilled and willing workers are available in the organization. Training and development are important to create a smarter working environment. In China, medium and large companies have formal training programmer and many have established special facilities for teaming purposes. Because of the lower educational level in the rural areas, the quality of the rural labour force is significantly in urban areas. Experienced, well-qualified staffs are in short supply. To disadvantage of hiring Key personnel from a shallow pool of talent, they invest heavily in training. Training is an important investment in human capital. Training improves an individuals performance and increase organizational effectiveness. (Ahlstrom Garry, 2001) Japanese MNCs pay less attention to training and development attribute of HRM, the reason might be the less mobility of workers in the Japanese firms, as they use the term Shushinkoyo. According to Keeley (2001, P. 88) stated that A study of the Japan Productivity Centre found differences in the attitudes towards training in Japanese and American firms. Where Keeley stated that from the study and respond of both countries towards training issue were positive but American firms were strong and more positive then the Japanese firms and he also stated that Japanese firms arrange training on request basis. A strategy which makes a firm successful is not easy to implement when they go beyond the borders, because of the barriers which might be language, religion, culture and legislations etc. As Keeley (2007, P.89) stated that HR practices which makes a firm successful in domestic environment are difficult to implement in their overseas subsidiaries. 4- HRM Approach in Multinational Firms: Now in this essay some of the multinational firms characteristics will be studied to see do they get affected by the country where they belong to in their HR practices and approaches or not? There are many MNCs, the country which has most MNCs is USA, and after that are Europe, Japan and Germany. There are many writers who discussed the issue of ownership and HRM in MNCs like Evan, Lank and Farquhar (1977), Barlett Goshal (1989), Rozenzweig Nohria (1994) and Innes Morris (1995) etc, which prove that the issue of ownership has been in discussion from ages, as according to Economist (1995) said that the issue of ownership is central to the number of important policy related and academic debate in the area of HRM and IR, One line of argument is that, with increasing globalization MNCs are becoming stateless players, detached from individual nation states. MNCs of different origin work in the host country by applying its local mechanism of HR practices and approaches, because it is not possible to work and apply 100% approaches of the parent country, as according to Rozenzweig Nohria (1994) said that a rank and file IR issues are more likely to exhibit local isomorphism . There are many arguments about the affection of country of origin on MNCs HR practices, the reasons are many for MNCs to adopt different approaches of HRM, as Ferner (1997) described that in short, it is imperative to take into account the dynamic of nationality as a factor affecting the behaviour of MNCs. The modernization of political institutions, the rapid pace of technology, the internationalization of product itself and changing pattern of international market and competition, all are likely to modify to pre existing national structure although not necessarily in the direction of convergence of different national systems on a single model. Now the essay will point out some differences in Chinese and American Human Resource Managements. China is one of the fastest growing economy of the world, according to Zhu (2005, P.2) explained that the past two and half decades of reforms and impressive economic growth have witnessed an unprecedented enthusiasm for the establishment of foreign invested enterprises (FIEs). Many foreign companies have expended their operations into china, attracted mainly by the sheer size of its potential market. There are many multinational firms in China like Aluminium Corp (ACH), China Petroleum Chemical Corp (SNP) and China Unicom (CHU) etc. The main practice of HRM is selection and recruitment as mentioned above, and the difference between the process of selection of Chinese and USA approach is, in USA model of HRM job interview is essential for filling a major position, while in Chinese HRM mostly jobs are allocated by government and interview process is not common. In reward system the USA model of HRM offers a variety of incentives system, while Chinese HRM system is different from USA, in Chinese system salary ranges are narrow, group reward system is common, but the pay system is more motivate than American pay system. In performance appraisal USA model of HRM believes in two way communication, while in Chinese model supervisor have absolute power and authority to evaluate subordinates, in USA participative management is welcome and encourage, but in Chinese HRM collective leadership is common, and in major decision making, the involvement of workers is symbolic. The difference can be seen in different origin or nationality MNCs that the US MNCs are significantly more like to collect information on employee attitude bring together HR managers from different countries and use HR international shared services, Japanese organizations are less likely to collect data centrally, while French origin MNCs acting more likely in US style of HRM practices, and German origin MNCs firms follow Japanese style of HRM practices. (Jackson, 2002) The best example is British American Tobacco (BAT), which is operating in a number of countries in the world, i.e. Pakistan, South Africa, UK, Japan, Saudi Arabia and many more. As this is an American based firm, and American have an interview must attribute in their HR practices, they apply the same approach for selecting and recruiting in the host country Pakistan, and the adopt some practices of Pakistan HRM practices (host country) like monthly payment of salaries instead of weekly wages, so its means BAT reflected their parent country HRM practices in some ways and in subsidies like UK, BAT apply the same HR practices and approaches as the parent country have, because the culture difference is not very distinct from each other i.e. UK and USA. (www.bat.com) (self experience as a worker of BAT in Pak) 5- Conclusion This essay was carried out to see, do multinational organizations of different origin have different approaches to international human resource management? There were some evidences that showed the answer as Yes they get affected by its country of origin in on or other way, but it is also proved that the most of MNCs adopt the best fit policy when MNCs start operating in a host country, because of the obstacles in the host country, i.e. language, religion, norms and values, culture and legislations. Writers in HRM field have different opinion about the behaving of MNCs, so the best option for MNCs is to apply the best fit approaches of the HRM practices, means combination of both (Parent Host countries) HRM practices. The issue of ownership country of MNC has been in discussion for ages, but still there is not a 100% accurate answer came out as according to Ferner (1997) said that but existing research has failed to systematically explore differences. All these discussion and researchers efforts bring the conclusion that in some HR attributes in MNCs they follow the a universal approach while in some they follow the different approaches in HR practices, according to the survey by Edwards (2007) stated that throughout the report, we have noted the persistent influence of nationality. There are clear national differences in all four area of HR/ER: Pay performance, Learning development, employee involvement and employee representation. But the bottom line can be that: yes! Multinational firms of different origin can be effected by the parent country HR practices when the run business in other part of the world instead of the home country. There are some obstacles for multinational companies which can stop them to apply the 100% parent country HR practices in their subsidies like legislation of the host country, rules and regulation and more, there is term used in Edwards (2007, P.29) survey of Multinational companies in UK called discretion or local autonomy. Which shows multinational companies of different origin give the power of decision making and freedom to their subsidies? In that survey the high discretion power firms are Japanese, which means Japanese multinational companies give more freedom to their subsidies comparatively to American, French and other Multinational firms of different origin. But another thing can be the law enforcement of subsidies (host Country), the example can be Germany where the rules and regulation are strict so the difference in practices of HR of a multinational firm would not be as bigger as in Pakistan, because of the law enforcement, like differences would be less in Europe but it would be greater in Asia. Reference and Bibliography 1- Acuff, F. (1984) International and Domestic Human Resource Functions: Innovations in International Compensation. New York: Organization Resources Counsellors, pp. 3-5. 2- Bartlett, C., Goshal, S. (1989) Managing across Borders : The Transnational Solution, Boston, Harvard Business School Press. 3- Briscoe, R.D. Schuler, R.S (2004) International Human Resource Management; 2nd Ed, New York, Prentice Hall. 4- Cherrington, D, J. (1995) the management of human resources; Enkweed Cliff, NJ: Printice Hall. 5- Edwards, P. at al. (2007) employment practices of multinational companies in organisational context: Available at: http://www2.warwick.ac.uk/fac/soc/wbs/projects/mncemployment/conference_papers/full_report_july.pdf 6- Ferner, A (1997) Country of origin effects and HRM in Multinational companies, Journal of Human Resource Management, Vol. 7, no.1, 19 28 7- Ferner, A. (2000) The embeddedness of US multinational companies in the US business system: implementation of HR/IR. 8- Harzing, W. A. Ruysseveldt, V.J. (1995) International Human Resource Management; London, SAGE Publications Ltd. 9- Harzing, W. A. Ruysseveldt, V.J. (2004) International Human Resource Management; 2nd ed. London: SAGE Publications Ltd. 10- Jemison, D, B. Sitkin, S, B (1986) Corporate acquisition: A process perspective. Academy of Management Review, 11, 145 163 11- Jackson, T. (2002) International HRM: A cross cultural approach, London; SAGE publications Ltd. 12- Jones, G. (1996) The Evolution of International Business: An Introduction; London, Routledge. 13- Keeley, T.D. (2001) International Human Resource Management in Japanese firms. Hampshire: PALGRAVE MACMILLAN. 14- KPMG (Ed) (1999) unlocking shareholder value: The keys to success. London 15- Maund, L. (2001) An Introduction to Human Resource Management: theory and practice; Basingstoke, Palgrave. 16- Moore, K. Lewis, D. (1999) Birth of Multinational; Denmark, AKA Print. 17- Ozbilgin, M. (2005) International Human Resource Management Theory and Practice. Hampshire: PALGRAVE MACMILLAN. 18- Parlmutter, H.V (1969) the tortuous evolution of the multinational corporation, Columbia Journal of World Business, 4 (1), pp. 9 18 19- Pennington, A. Edwards, T (2000) Introduction to Human Resource Management; New York, Oxford University Press Inc. 20- Pucik, V. (1984) the international management of Human Resources, in: Fombrum, C.J. Tichy, N.M. and Devana, M.A. (eds.) Strategic HRM. New York: Wiley, pp. 403 419. 21- Rozenzweig, P Nohria, N. (1994) Influence of human resource management practices in multinational corporation Journal of International Business Studies, Vol.25, no.2, 229 251 22- Stopford, J. M. Turner, L. (1985) Britain And The Multinationals; Chichester, JOHN WILEY SONS. 23- Tayab, H.M. (2005) International Human Resource Management: A Multinational Company Perspective; New York, Oxford University Press Inc. 24- The, economist. (1995). A survey of multinationals. 24th June 25- Tung, R.L. (1981) Selecting and training of personnel for overseas assignments, Columbia Journal of World Business, 16 (1), pp.68 78. 26- www.bat.com [online] Access date: 01st Aug 2009 Available at: http//:www.bat.com/group/sites/UK_3MNFEN.nsf/vwPagesWebLive/DO6Z2KVH?opendocumentSKN=1 27- Zhu, C.J. (2005) Human Resource management in China: Past, current and future HR practices in the industrial sector; New York, Routledge Curzon. 28- http://en.wikipedia.org/wiki/Qualitative_research 29- http://en.wikipedia.org/wiki/Staffing 30- International dimensions of human resource management, Peter J. Dowing Randall s. Schuler, page 4 31- Managing the global work force: Challenges and strategies, Academy of Management Executive, Roberts,K.Kossek,E.E., and Ozeki,C(1998) 12(4): 6-16 32- Adler,N.J.(2002) International dimensions of Organizational behavior, 4th edn 33- Shimon L. Dolan. International HRM Ecole de relations industrielles, Case postale 6128 Montreal, 1996 34- Brett, Jeanne; Behfar, Kristin; Kern, Mary C.. Harvard Business Review, Nov2006, Vol. 84 Issue 11, p88 (AN 22671287) 35- Edstrom, A., Galbraith, J. R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22: 248-263. 36- David G. Collings, Hugh Scullion and Michael J. Morley, Journal of World Business 42.2 (June 2007): p200. 37- Tahvanainen, M., Welch, D., Worm, V. (2005), Implications of short-term international assignments. European Management Journal, 23: p663-673. 38- David G. Collings, Hugh Scullion and Michael J. Morley, Journal of World Business 42.2 (June 2007): p210. 39- Sebastian Reiche, International Journal of Human Resource Management , 8.4 (April 2007): p529. B. Sebastian Reiche, International Journal of Human Resource Management , 8.4 (April 2007): p529. B. Sebastian Reiche, International Journal of Human Resource Management , 8.4 (April 2007): p530. 40-http://www.colmr.research.va.gov/mgmt_research_in_va/methodology/qualitative_research.cfm 41- Ahlstrom, David / Bruton, Garry / Chan, Eunice S. :HRM of foreign firms in China: The Challenge of Managing Host Country Personnel, Business Horizons 44(3), 2001, p, 59 68. 42- Blake, John / Amat Salas, Oriol / Wraith, Philip: Joint ventures in China a Spanish case, European Business Review 97(4), 1997, p. 155 161. 43- Foster, Dean: The Global Etiquette Guide: China, http://workabroad.monster.com/articles/chinaetiquitte/, 2001. 44- Huczynski, Andrzej / Buchanan, David: Organizational Behaviour An Introductory Text, 4th edition, London: Prentice Hall, 2001. 45- Brett, Jeanne; Behfar, Kristin; Kern, Mary C.. Harvard Business Review, Nov2006, Vol. 84 Issue 11, p87 (AN 22671287) 46- Adler,N.J.(2002) International dimensions of Organizational behavior, 4th edn

History Of Black Males In American Society Essay -- African-American R

History Of Black Males In American Society The black community have always been suppressed and oppressed by the dominant and powerful white members of society. The historical social order of Americans meant that traditionally positions of power have been held by a very exclusive group of people; members of this group are stereotypically middle class, middle aged, white males with nuclear families. This Caucasian dominance is well documented throughout history and is epitomized by the slavery of African, and Caribbean Negroes in America by white settlers and pilgrims, which continued for many hundreds of years. This has led to much resentment from the black community towards white people, as it is still very difficult for someone of an ethnic minority heritage to gain a position of any real authority or significance within the USA. Things have undoubtedly improved in America but a balance of equality has still not been achieved, evidenced today by Barack Obama becoming the first Black man to achieve election into the USAsenate (the highest form of government in the American administration apart from the cabinet). Whilst this demonstrates that society is becoming more equality based in the US, it also shows that out of 255 senate seats, a black person holds only one of them. This illustrates that American society favours those of white origin, as they do not trust black people in positions of power or importance. The situation with regards to racism has changed dramatically over the past fifty years; this is largely down to the work of black activists such as Dr Martin Luther King and Malcolm X. Another individual who had a ... ...ssing over $225 million each, while the motion picture biography of Malcolm X, one of the most important cultural icons for black people, and one of the most influential figures in the change of racial tolerance and ultimately, world society grossed just $48 million. American society is still intolerant of black people and in film, more often then not, cast the African-Americans in the role of the minstrel. This has been noted by black people and have now taken to playing up to the role by creating spoof films such as the 'Scary Movie' trilogy which grossed over $500 million in total. This shows that whilst society in America has not changed much, except that white people pretend to be less prejudiced, black people have decided to take control and use their own societal positions to take advantage of white America.

The Theme of Saints in Robertson Davies Fifth Business Essay -- Saint

The marvelous story of saints is one of the leading themes in Fifth Business. As the author Robertson Davies develops this theme through Dunstan’s journey into hagiology, he often uses certain saints such as Saint Dunstan, as allusions. Among the Saints that the novel refers to, Saint Paul is the perfect allusion that portrays the character of Paul Dempster since the two share strong similarities in their lives. Additionally, Saint Paul foreshadows Dunstan’s encounter with Paul Dempster. Saint Paul’s life is similar to Paul Dempster’s life in many ways. Both of them develop their hatred from an early age. Saint Paul was a Jewish student who hated Christians whom he believed to be infidels. As he grows in status, he assists in persecuting them. Similarly, Dempster has an abhorrence for his mother and her inanity which made him the laughingstock in his town. He penalizes his mother for causing him to endure such ignominy by running away. Furthermore, their display of hatred also leads them to attain and sustain a second life. Saint Paul and Paul Dempster are both reborn in their life...

The Movie Amarcord Essay -- essays research papers fc

The movie Amarcord was directed by Federico Fellini and shot in 1974. The setting of the story is a small town in Italy during the time period of the 1930’s. In my research, I discovered that Mr. Fellini based most of his movies on his life experiences. The town depicted in this movie is Rimini, his home town. He was a well known director who was not afraid to express his characters’ emotions and actions in bizarre or unorthodox ways. The scene I watched opens with a young man, Titta, stopping by a tobacco store to purchase a cigarette. The shopkeeper is a robust, very well-endowed older women. When he walks in, the fat woman is all alone. Titta is skinny and immature and wants to prove his strength by claiming he can lift the fat woman off the ground. The fat woman closes the door for privacy and lets Titta try. He is so determined that Titta accomplishes this feat by lifting her more than once. Titta is sweating a great deal and breathing so heavy after this that he has to sit down to get his breath. As Titta struggles to lift her, the fat woman has a look of ecstasy on her face as if she was engaged in sexual activity. The next thing that happens is the fat woman opens her sweater and whips out her breasts. Titta is inexperienced and does not know how to handle the situation. He’s not sure what he’s supposed to do. The fat woman tells him to suck her breasts. Titta tries to please her, but again b ecause he is inexperienced. He struggles to give her sexual satisfaction by continuing to suck and ask if he is doing it right. The fat woman becomes frustrated because she has not reached her sexual peak and rebuffs Titta. The next thing you know she gives him a cigarette and tells him to leave. Titta is too tired and weak to open the door, so the fat woman says she’ll do it and opens it easily. The director used the camera angles to illustrate the emotions of the two characters. The camera focused on the fat woman’s big girth when Titta first walked into the shop and again when he was trying to lift her. There were several close-up shots of the woman’s face depicting sexual arousal as he was trying to lift her and again as he was sucking on her breasts. The close-up shots of Titta’s face were also well done because they showed him sweating and making these strange facial expressions because she was too heavy. You could tell from the close-up shots of his fac... ... the director, Federico Fellini, did a brilliant job in creating this movie. The varying camera angles and lighting techniques helped to make the film seem true to life. In my opinion, the movie did not have a specific plot. I believe it was more of an attempt to look at life through a young man’s fantasies. The movie received several awards including an Academy Award in 1975 for Best Foreign Language Film, New York Film Critics Circle Awards for Best Director and Best Film (1974), and Best Foreign Language Film (1974) from National Board of Review. If you like farcical comedy, then you would enjoy this movie. I would recommend it for adults of all ages. Bibliography Amarcord. Dir. Federico Fellini. Screenplay Federico Fellini and Tonino Guerra. Perf. Magali Noel and Bruno Zanin. S.C. Produzzioni S.R.L – P.E.C.F. 1974 Giannetti, Louis and Scott Eyman. Flash-back: A Brief History of Film. 4th ed. New Jersey: Prentice-Hall, Inc, 2001. Internet Movie Database Inc. Amarcord IMDb. 2002. Juggling Information Service. Amarcord – Juggling. 2000. . . FILM APPRECIATION SECOND PAPER

Gattaca examines science, religion, genetic engineering and ethics

By opening the movie Gattaca with quotations from Willard Gaylin and Ecclesiastes, director Andrew Niccol invites us to ponder the tension between science and religion with regard to the ethics of genetic engineering. This tension is further sustained through the complex relationship of the main protagonists Vincent and Eugene, who must ultimately conquer their own physical limitations in order to find â€Å"God†. As the titles run, fingernails, hair threads and skin particles fall to the ground in slow motion, giving way to an image of a young man vigorously scrubbing himself. Along with a disturbing score by Michael Nyman, this obsessive-compulsive behaviour contributes to the macabre images of hypodermic needles, catheters and hospital bags of urine and blood. The shower from which Vincent has just stepped quickly converts to a furnace (is this heaven or hell? ) while the inter-title â€Å"in the not-too-distant future† runs across our screen. It is the same young man, Vincent, who provides a voice-over and our point of view in Gattaca – the antiseptic setting of a futuristic space program. Here, somnambulistic employees dressed as clones move in and out of a facility designed for cold efficiency. Note the cool blue filters, curved, shining surfaces and, again, a peculiar preoccupation with cleaning. Loudspeakers welcome visitors to Gattaca in various languages demonstrating that, along with space exploration, genetic screening has diminished both the significance and desire for global boundaries. We are already aware that in this future â€Å"blood has no nationality†. For science now enables discrimination that is far more expedient than simply skin colour. Vincent, a â€Å"God† child, is conceived without the help of genetic engineering and is quick to realise that his physical inadequacies, in particular a congenital heart condition, will prevent him from reaching his full potential. It is worth noting that the setting where Vincent's conception takes place is made â€Å"natural† by the inclusion of beaches and palm trees. As we remain in flashback to where baby Vincent plays with a toy cluster of atoms (similar motifs are repeated throughout the film), we begin to understand the hypocrisy of what this â€Å"brave new world† has to offer. `Genoism† – discrimination on the basis of genetics – is illegal, yet it seems that poor genetic outcomes such as Vincent's prevents insurance cover, which disqualifies him from pre-school – surely an issue that already has some currency in the world we inhabit today. But although Vincent feels displaced by his genetically superior brother, Anton (note how he walks into the frame just as Vincent tears his own image out of the family snapshot), he is determined to fulfil his dream of space travel. The initial swimming race where Vincent is beaten by Anton serves as a plot device pre-empting the climax of the film where both brothers, now adults, play â€Å"chicken† once again. Aerial shots intensify a terrifying sea and, this time, Vincent's victory. The irony is stark as Niccol underlines the central theme of the film – what constitutes a â€Å"valid† human being? For surely Vincent, an â€Å"invalid†, has just proved that genetics has little influence over sheer determination and grit. Enter Eugene. Genetically flawless but crippled both physically and emotionally from a suicide attempt (he finished second, not first, in a swimming race), he is continually compared with Vincent, whose genetic profile dictates that he will die at the age of 30. Eugene is bitter and twisted while Vincent is single-minded and driven. Both, however, are essentially blind to what it is that makes them human. Vincent, desperate to conceal his identity from Irene, is nearly run down on a frenetically busy highway, whereas Eugene deliberately steps in front of a car in the hope of bringing about his own death. Both are so preoccupied with their own deficiencies that they almost miss their important â€Å"spiritual† journey. In fact, both these men run perilously close to becoming like Anton – robotic and devoid of emotion. It is Anton who provides the real paradox here by ruthlessly investigating his own brother's â€Å"invalidity† and, in so doing, demonstrates that genetics does not necessarily correlate with one's humanity. Indeed, it is Irene who, from the outset, seems to be more in touch with the natural world towards which Vincent is striving to return. Note the setting where she lives; rolling surf, pristine white sand, the warm light within in which she is constantly bathed, her disappointment with Vincent's supposed â€Å"perfection†, her fascination with the sunrise, her ability to notice the change in his eyes after he discards his contact lenses when most people can only recognise human differences by a DNA test. Irene's costume and hair are much softer, feminine and distinctively individual when she is away from Gattaca. Yet our focus continually returns to Vincent and Eugene, whose relationship not only dominates most of the film's running time but develops an intimacy that is as selfless as it is full of love. The overt twinning effect (Eugene operates as Vincent's doppelganger) combined with the homoerotic subtext belies any real attempt by Niccol to establish a meaningful connection between Vincent and Irene, with the latter finally reduced to â€Å"nominal love interest†. In an effort to conceal Vincent's identity, Eugene's loyalty is clearly demonstrated when, slowly and painfully, he drags his broken body up the spiral staircase – remember, he's scared of heights. Reminiscent of a DNA strand, the staircase is a metaphor for transcendence, for raising ourselves to a new level of understanding. Eugene, determined that Vincent too will break free of his earthly bounds – his physical being – recognises the symbolism when he refers to space as â€Å"upstairs†. Earlier, Vincent tells Eugene that weightlessness is like being in the womb and that in space his legs â€Å"wouldn't matter†. But in the end, Eugene returns to where Vincent originally emerged (this time to a self-determined cremation), his sacrifice complete as Vincent is released into space. The gift of the lock of hair is on one level a safeguard against Vincent's disclosure but on another a unique and somewhat childlike reminder of Eugene's innocence in a world gone mad with science and its attending preoccupation with perfection. It is Eugene who occupies Vincent's thoughts at closure, not Irene. Despite having overcome their genetic and physical dispositions, it is clear there is no real â€Å"place† for either of these men on earth. By accentuating the tunnels leading back to the womb-like spaceship and the foetal position of Eugene in the furnace, Niccol has both Vincent and Eugene return to where science and religion originate – back to the stars, back to God, back to â€Å"home†.