Globale Economy Essay 2 Example | Topics and Well Written Essays - 500 words

Globale Economy 2 - Essay Example olders are the genuine or genuine proprietors of the organization and they have put resources into the association along these lines scientists and business analysts urge the plan to augment the venture made by the investors. The subsequent methodology is partner free enterprise in which all gatherings that have their stake in the association ought to be given significance and not simply the investors. All gatherings that could be affected by the activities of the association or their activities could impact the association are alluded to as partners. Since in producing benefits, there are different gatherings included other than the investors, for example, representatives and the executives of the association, merchants, providers and individuals in the general public and government, along these lines the idea of partner private enterprise empowers augmenting the estimation of partners as opposed to simply financial specialists. The methodology of state possession is otherwise called the administration proprietorship as in this methodology the legislature has the dynamic power. The idea driving state proprietorship approach is that the administration would settle on choices as indicated by the advantage of the general monetary state of the nation and techniques would be planned to address the issues of the general public (Clarke and Kohler, 40). Likewise this would demoralize urging private firms to charge significant expenses and procure more benefits. Partner free enterprise is the best way to deal with augment the since a long time ago run financial execution of the firm on the grounds that in this methodology, not just the investors of the organizations are considered yet every gathering that has something in question with the association would be given significance. Since an association doesn't work in disengagement and various gatherings are influenced by its activities in this way the methodology of partner free enterprise ought to be energized. Workers are the ones who help the association to develop and win benefits in this way it is significant that they ought to be engaged with the top managerial staff paying little mind to what

Project Report communication barrier at 2 sister foods group Essay

Venture Report correspondence boundary at 2 sister nourishments bunch scunthorpe - Essay Example Representative execution decreases forcefully and businesses lose the worker certainty in light of correspondence obstructions. Insufficient verbal and non verbal correspondence brings about sharpness and a noteworthy hole between the workers and managers. Correspondence obstructions must be recognized all together for viable correspondence to occur. In the food business, business forms intensely depends on correspondence. Understanding correspondence hindrances prompts upgrading correspondence. This paper targets examining the correspondence hindrances at 2 sisters Food gathering and recognizing how correspondence can be improved in a multicultural association. The examination additionally targets calling attention to the effects of correspondence boundaries to the efficiency of the business and general activities. Correspondence hindrances influence the connection among businesses and representatives. The food business part utilizes a critical number of individuals. The accomplishm ent of the business depends of correspondence adequacy. In this unique circumstance, correspondence is seen as important collaboration among the individuals in an association. This connection brings about the importance being seen and comprehended by the gatherings. This procedure can be hindered by an assortment of obstructions coming about to business disappointments. Improved correspondence relies upon the disposal of the correspondence hindrances. The writing audit is devoted to having a more profound and better comprehension of different speculations and models that control the wonder of correspondence. It could in this way be said that the writing audit is being attempted as a type of theoretical structure on correspondence to have a superior comprehension of existing models of correspondence and choosing the most suitable model that can be organized at 2 Sisters Foods Group Scunthorpe. After an intensive examination of different models of correspondence, the constructionist model is

Autocratic Leadership Characteristics, Pros, Cons

Autocratic Leadership Characteristics, Pros, Cons May 20, 2019 Autocratic leadership, also known as  authoritarian leadership, is a  leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers. Autocratic leadership involves absolute, authoritarian control over a group. Like other leadership styles, the autocratic style has both some benefits and some weaknesses. While those who rely on this approach to heavily are often seen as bossy or dictator-like, this level of control can have benefits and be useful in certain situations. When and where the authoritarian style is most useful can depend on factors such as the situation, the type of task the group is working on, and characteristics of the team members. If you tend to utilize this type of leadership with a group, learning more about your style and the situations in which this style is the most effective can be helpful. Verywell / Hugo Lin Characteristics of Autocratic Leadership Some of the primary characteristics of autocratic leadership include:?? Little or no input from group membersLeaders make almost all of the decisionsGroup leaders dictate all the work methods and processesGroup members are rarely trusted with decisions or important tasksWork tends to be highly structured and very rigidCreativity and out-of-the box thinking tend to be discouragedRules are important and tend to be clearly outlined and communicated Benefits Can make decisions quickly, especially in stress-filled situations Clear chain of command, oversight Good where strong, directive leadership is needed Drawbacks Discourages group input Can impair morale and lead to resentment May impair or ignore creative solutions and expertise from subordinates Benefits of Autocratic Leadership The autocratic style tend to sound quite negative. It certainly can be when overused or applied to the wrong groups or situations. However, autocratic leadership can be beneficial in some instances, such as when decisions need to be made quickly without consulting with a large group of people. Some projects require  strong leadership  to get things accomplished quickly and efficiently. When the leader is the most knowledgeable person in the group, the autocratic style can lead to fast and effective decisions. The autocratic leadership style can be useful in the following instances:?? It can be effective in small groups where leadership is lacking. Have you ever worked with a group of students or co-workers on a project that got derailed by poor organization, a lack of leadership and an inability to set deadlines? If so, the chances are that your grade or job performance suffered as a result. In such situations, a strong leader who utilizes an autocratic style can take charge of the group, assign tasks to different members, and establish solid deadlines for projects to be finished. These types of group projects tend to work better when one person is either assigned the role of leader or simply takes on the job on their own. By setting clear roles, assigning tasks, and establishing deadlines, the group is more likely to finish the project on time and with everyone providing equal contributions. It can also be used well in cases where a great deal of pressure is involved. In situations that are particularly stressful, such as during military conflicts, group members may prefer an autocratic style. This allows members of the group to focus on performing specific tasks without worrying about making complex decisions. This also allows group members to become highly skilled at performing certain duties, which is ultimately beneficial to the success of the entire group. Manufacturing and construction work can also benefit from the autocratic style. In these situations, it is essential that each person have a clearly assigned task, a deadline, and rules to follow. Autocratic leaders tend to do well in these settings because they ensure that projects are finished on time and that workers follow safety rules to prevent accidents and injuries. Downsides of Autocratic Leadership While autocratic leadership can be beneficial at times, there are also many instances where this leadership style can be problematic. People who abuse an autocratic leadership style are often viewed as bossy, controlling, and dictatorial. This can sometimes result in resentment among group members. Group members can end up feeling that they have no input or say in how things or done, and this can be particularly problematic when skilled and capable members of a team are left feeling that their knowledge and contributions are undermined. Some common problems with autocratic leadership:?? This style tends to discourage group input. Because autocratic leaders make decisions without consulting the group, people in the group may dislike that they are unable to contribute ideas. Researchers have also found that autocratic leadership often results in a lack of creative solutions to problems, which can ultimately hurt the group from performing. Autocratic leaders tend to overlook the knowledge and expertise that group members might bring to the situation. Failing to consult with other team members in such situations hurts the overall success of the group. Autocratic leadership can also impair the morale of the group in some cases. People tend to feel happier and perform better when they feel like they are making contributions to the future of the group. Since autocratic leaders typically do not allow input from team members, followers start to feel dissatisfied and stifled. How Can Autocratic Leaders Thrive? The autocratic style can be beneficial in some settings, but also has its pitfalls and is not appropriate for every setting and with every group. If this tends to be your dominant leadership style, there are things that you should consider whenever you are in a leadership role.?? Listen to team members. You might not change your mind or implement their advice, but subordinates need to feel that they can express their concerns. Autocratic leaders can sometimes make team members feel ignored or even rejected, so listening to people with an open mind can help them feel like they are making an important contribution to the groups mission.Establish clear rules. In order to expect team members to follow your rules, you need to first ensure that these guidelines are clearly established and that each person on your team is fully aware of them.Provide the group with the knowledge and tools they need. Once your subordinates understand the rules, you need to be sure that they actually have the education and abilities to perform the tasks you set before them. If they need additional assistance, offer oversight and training to fill in this knowledge gap.Be reliable. Inconsistent leaders can quickly lose the respect of their teams. Follow through and enforce the rules you have established.Recognize success. Your team may quickly lose motivation if they are only criticized when they make mistakes but never rewarded for their successes. A Word From Verywell While autocratic leadership does have some potential pitfalls, leaders can learn to use elements of this style wisely. For example, an autocratic style can be used effectively in situations where the leader is the most knowledgeable member of the group or has access to information that other members of the group do not. Instead of wasting valuable time consulting with less knowledgeable team members, the expert leader can quickly make decisions that are in the best interest of the group. Autocratic leadership is often most effective when it is used for specific situations. Balancing this style with other approaches including  democratic  or transformational styles can often lead to better group performance.

Zora Neal Hurston Integrates Folklore with Fiction Essay...

Zora Neal Hurston integrates folklore with fiction in her works. Zora Neale Hurston was an author during the time of the Harlem Renaissance who won Anisfield-Wolf Book Awards. She wrote a number of books but â€Å"Their Eyes Were watching God† was by far her most successful book that she has written. â€Å"Their Eyes Were watching God’† was published in 1937 had fifty-two editions and had a rating of 109,737. This was not only the most successful book that she had written but it was also one of the most popular books of her time. That may have been her most successful book she wrote but it is the same as all of her other fiction books with uses folklore in them witch is because of her background. It all started with â€Å"Jonahs Gourd Vine†Ã¢â‚¬ ¦show more content†¦Notasulga is a town in Alabama with a population of 916. If you’ve ever been in a small the south more important a town in Alabama you know they are very traditional. Her family move d to Eatonville, Florida, one of the first all-black towns in the United States witch was very traditional. She he was the fifth out of eight kids and her parents were John Hurston and Lucy Ann Hurston. Her father John Huston was a Baptist preacher and her mother Lucy Ann Huston was a school teacher. In my opinion this was the main reason she was very educated, religious and folklore. In addition she was very interested in other people, other counties’, and other communities’ folklore witch she also displayed in her work. In her book â€Å"Tell My Horse† she writes about accounts of the weird mysteries and horrors of voodoo in Haiti and Jamaica. This is a picture of ceremonies and customs and superstitions because it is based on Hurstons personal experiences in Haiti and Jamaica. Times Book Review said, Strikingly dramatic, yet simple and unrestrained an unusual and intensely interesting book richly packed with strange information. Next Zora Neale Hurston wrote â€Å"Dust Tracks on a Road† published in1942 this book is actually an autobiography that explains her child hood. Therefore she talks about how she was how she is the daughter of the Mayor

Monopoly and Marginal Cost - 3383 Words

Practice Questions and Answers from Lesson III-3: Monopoly Practice Questions and Answers from Lesson III-3: Monopoly The following questions practice these skills: ïÆ' ¼ Explain the sources of market power. ïÆ' ¼ Apply the quantity and price affects on revenue of any movement along a demand curve. ïÆ' ¼ Find the profit maximizing quantity and price of a single-price monopolist. ïÆ' ¼ Compute deadweight loss from a single-price monopolist. ïÆ' ¼ Compute marginal revenue. ïÆ' ¼ Define the efficiency of P = MC. ïÆ' ¼ Find the profit-maximizing quantity and price of a perfect-price-discriminating monopolist. ïÆ' ¼ Find the profit-maximizing quantity and price of an imperfect-price-discriminating monopolist. Question: Each of the following firms possesses market power.†¦show more content†¦They are thinking about making the movie available for download on the Internet, and they can act as a single-price monopolist if they choose to. Each time the movie is downloaded, the ir Internet service provider charges them a fee of $4. The Baxter brothers are arguing about which price to charge customers per download. The accompanying table shows the demand schedule for their film. Price of download Quantity of downloads demanded $10 0 $8 1 $6 3 $4 6 $2 10 $0 15 a. Calculate the total revenue and the marginal revenue per download. b. Bob is proud of the film and wants as many people as possible to download it. Which price would he choose? How many downloads would be sold? c. Bill wants as much total revenue as possible. Which price would he choose? How many downloads would be sold? d. Ben wants to maximize profit. Which price would he choose? How many downloads would be sold? e. Brad wants to charge the efficient price. Which price would he choose? How many downloads would be sold? Answer to Question: a. The accompanying table calculates total revenue (TR) and marginal revenue (MR). Recall that marginal revenue is the additional revenue per unit of output Pric e of download Quantity of downloads TR MR demanded $10 0 $0 $8 1 $8 $8 $6 3 $18 $5 $4 6 $24 $2 $2 10 $20 $-1 $0 15 $0 $-4 b. Bob would charge $0. At that price, there would be 15 downloads, the largest quantity they can sell. c. Bill would charge $4.Show MoreRelatedManagerial Economics Chapter 9 Essay1641 Words   |  7 Pagesbecause The marginal revenue curve for a perfectly competitive firm is the same as its demand curve. Perfectly competitive firms should produce the quantity where The difference between total revenue and total cost is as large as possible. Profit for a perfectly competitive firm can be expressed as (P-ATC) x Q , where P is price, Q is output, and ATC is average total cost. A student argues: â€Å"To maximize profit, a firm should produce the quantity where the difference between marginal revenueRead MoreEconomics1291 Words   |  6 PagesProblem Set 9 (75 points) 1. A student argues, If a monopolist finds a way of producing a good at lower cost, he will not lower his price. Because he is a monopolist, he will keep the price and the quantity the same and just increase his profit. Do you agree? Use a graph to illustrate your answer. The argument is incorrect. As the graph shows, a reduction in marginal cost will cause a monopolist to reduce his price. 2. Economist Harvey Leibenstein argued that the loss of economic efficiencyRead MoreStarbucks Vs. Google Market Structure Essay1639 Words   |  7 Pagescompetition, oligopoly, and monopoly. Every product ever produced comes from one of these four market structures. The one thing that all of these market structures have in common is the profit-maximizing rule. No matter what you product you make, every firm has a desire to produce where marginal revenue from selling the good is equal to the marginal cost of producing the good. Every firm should keep producing as long as the marginal revenue is greater than marginal cost. Once they reach a point whereRead MoreThumb Rule of Pricing722 Words   |  3 Pages10.1 MONOPOLY A Rule of Thumb for Pricing Chapter 10: Market Power: Monopoly and Monopsony We want to translate the condition that marginal revenue should equal marginal cost into a rule of thumb that can be more easily applied in practice. To do this, we first write the expression for marginal revenue: Copyright  © 2009 Pearson Education, Inc. Publishing as Prentice Hall †¢ Microeconomics †¢ Pindyck/Rubinfeld, 7e. 9 of 50 10.1 MONOPOLY A Rule of Thumb for Pricing ChapterRead MoreEssay about Monopoly of Petroleum: OPEC1037 Words   |  5 PagesMonopoly of Petroleum: OPEC Images Not Included A monopoly is evident where a firm is the sole seller of its product and if its product does not have close substitutes, as discussed in (Gans J., King S. Mankiw A. 2003). This essay will discuss the monopoly of petroleum by The Organization Of Petroleum Exporting Countries (OPEC), particularly how it controls the price of petrol, threats to its monopoly and the social costs involved. OPEC was established in the 1960s and ever since, SaudiRead MoreMaximizing Profits in Market Structures Paper1129 Words   |  5 Pagesof firms that are competing in that market, along with factors such as: the ways in which these firms are alike or different, and the obstacles that exist in any new firms entering that market. In this report I will discuss Competitive Markets, Monopolies, and Oligopolies. I will point out what role each of the market structure play in the economy. This report will list the characteristics of each market structure. I will share how the price is determined in each market structure in terms of maximizingRead MoreMonopoly and Perfect Competition1045 Words   |  5 Pages ADP11/12/EX/MBA/0916 What is the difference between monopoly and perfect competition? Firm under perfect competition and the firm under monopoly are similar as the aim of both the seller is to maximize profit and to minimize loss. The equilibrium position followed by both the monopoly and perfect competition is MR = MC. Despite their similarities, these two forms of market organization differ from each other in respect of price-cost-output. There are many points of difference which are notedRead MoreMultiple Choice1387 Words   |  6 PagesChapter 15 Monopoly 1. Monopolies use their market leverage to a. charge prices that equal minimum average total cost. b. attain normal profits in the long run. c. restrict output and increase price. d. dump excess supplies of their product on the market. ANSWER: c restrict output and increase price. SECTION: 1 OBJECTIVE: 1 2. If government officials break a natural monopoly up into several smaller firms, then a. competition will force firms to attainRead MoreExam Guide Econs1039 Words   |  5 Pagestotal cost function C = 640 + 20Q. What is the profit-maximizing level of output? What are profits? Graph the marginal revenue, marginal cost, and demand curves, and show the area that represents deadweight loss on the graph. 3. In question 2, what would price and output be if the firm priced at socially efficient (competitive) levels? What is the magnitude of the deadweight loss caused by monopoly pricing? 4. Show that if a firm is a natural monopoly, a government policy that forces marginal costRead MoreThe Price of Diamonds Is Too High The price of diamonds has been controlled, up until recently, by1700 Words   |  7 Pagesdiamond industry. It both created and lost the most powerful monopoly in history. Through a discussion of how the cartels operate and the laws of demand and supply, one will be able to determine whether the price of diamonds is too high. History of De Beers Cecil Rhodes created De Beers, which became the owner of most of the diamond mines in South Africa. De Beers Consolidated Mines Ltd., was formed in 1888. This created a monopoly on all production and distribution of diamonds in South Africa

Degrading a Famous Work of Art Free Essays

Degrading a famous work of art. â€Å"As the painting fame spread. It was inevitable that the icon would attract the iconoclast and be debunked. We will write a custom essay sample on Degrading a Famous Work of Art or any similar topic only for you Order Now The main pioneer was Marcel Duchamp† (Sassoon, p. 265). Marcel Duchamp (1887-1968) was known as an artist with a sense of humor, who also claimed that art could made out of anything at all, and getting famous in about 1917. He promoted Dadaist ideas that we can see it clearly through his art style, a little bit violent to the traditional art. He created the new thought on the original one by changing a little bit some figures on the work under the new title and show different point of view. Marcel Duchamp referred L. H. O. O. Q as a readymade or assisted readymade which he did not make it. He transformed Mona Lisa work in about 1919, and titled with L. H. O. O. Q meaning â€Å"She has a hot ass† in French. Marcel Duchamp took a cheap postcard of Mona Lisa, and sketched a beard and moustache on her face with implying meaning that she is man; the one in the picture is portrait of real man. In addition, he really cared about Leonardo Da Vinci’s life time. Besides, Duchamp had psychoanalyzed Leonardo sexual life to art, and argued Leonardo Da Vinci was homosexual. As a criticized artist, Marcel Duchamp somehow discovered he hidden self-portrait points on the picture along with his researches about Leonardo Da Vinci’s art life works and then disclosed the secrets behind the painting. The other word, Marcel Duchamp considered that Mona Lisa is a portrait of Leonardo Da Vinci. This is the answer why Duchamp gets more famous in his life of art. The idea has shocked a lot of people that they never thought about, and with this later on, Leonardo sexuality had been researched continuingly. Until now, with the modern technology, Lilian F. Schwartz compared Leonardo portrait on Mona Lisa theme in 8 steps variations first from Leonardo turn to become Mona Lisa, we can explore the this idea more closely. However, whatever the rumors are, in the fact, the paintings fame now has been spreading all over the world. Mona Lisa has been talked about, written about, copied, and even parodied. Positively or negatively, we all agree that all the criticized comments, ideas show that everyone is really cared about this masterpiece, and the mystery behind it. Leonardo Da Vinci is a greatest artist ever who has big influence to the world art and inspire later generation artist. Degrading a Famous Work of Art By angelianl 234 How to cite Degrading a Famous Work of Art, Papers

The Professor Proposes free essay sample

There were so many different rings of different variations that he quickly became overwhelmed. The professor realized that there would need to be research and more effort put into the process of buying his girlfriend an engagement ring. In order for the professor to get the best ring for the best price he needed to know more about the different types of rings. There were terms that the professor has never considered before like â€Å"the four C’s: Color, cut, carat and clarity. † Other things he realized he needed to consider was who the ring was certified by along with the type of polish and symmetry. Taking all the characteristics and factors into consideration the professor went off and did his research. The professor felt more knowledgeable about shopping for not just the engagement ring but the perfect diamond. After learning about the different factors when it came to buying an engagement ring the professor took in all the information and got a quote for a ring that he felt he connected with. We will write a custom essay sample on The Professor Proposes or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page His next concern that arose was what he should be paying for that ring in order for him to not overpay. He concluded his research by doing additional research on the diamond wholesalers. Problem As a typical man the professor assumes that the first step in his engagement was going to be the easiest. Little did he know how much went into purchasing the best engagement stone for his girlfriend. He quickly reazized how much research he needed to do after going into the first jewelry store. The issue was him understanding the different charasterics such as: * Carat weight * Cut * Color * Clarity * Polish * Symmetry * Certification Next, the other issue was whether a quote the professor was given was a good deal or not. Research When making a big purpose like buying expensive diamonds it is very wise to make sure to see a certification from labs like Gemological Institute of America (GIA), American Gemological Society (AGS), European Gemological Laboratories (EGL) and International Gemological Institute (IGI). There are other small labs that can be found most often ran and located in jewelry stores. When purchasing a diamond it is more reliable to see a certification from a larger laboratory to ensure that you are not getting ripped off. It is important to get the most for your money. Even more importantly you want to be certain that you are purchasing what you think you are, since there are so many easy ways that jewelers can fool you. In order to make a wise decision on purchasing a ring you should find an honest jeweler. When you have a jeweler that you can trust they will be willing to help you find what you are looking for and be honest about it. It is also smart to print sample certificates for when you are shopping for diamonds to use a reference to see if the certificate a jeweler gives you is real. The main lab reports that you should look at and consider when buying a diamond is from GIA, AGS, EGL, and IGI. They are the most reputable, dependable and knowledgeable labs that you should go by. It is important to be aware that there are independent jewelers looking to rip you off when buying a diamond. Diamonds are not cheap and you don’t want to purchase one that you are not certain is what the jeweler says it is. If a diamond does not come with a lab certificate it is not worth spending the money on for the risk that it is not what you are being promised it is. Small diamond laboratories exist for the purpose of making the store’s inventory look more valuable that what it really is. The small labs are most often owned by the local jewelry store. They are not very knowledgeable and accurate like the GIA lab. It is not very smart to go by these small labs they are ran to make the jewelry store pieces look more profitable than they really are. The Professor Proposes: Dummy Variable for all Alphabetic data In order to be able to use the software StatTools to help calculate the data for the professor’s rings it was important to change any alphabetical data to numerical data. The categories that I created dummy variables for were color, cut and clarity. I kept my numbers simple so that I wouldn’t end up confused later on. The carat and price columns already came in numbers so I left those categories alone. It took a while to change each individual cell from alphabetical to numerical. It was worth the effort since that way the software could calculate the information for me and display it in a manner that was easy to analyze. Figure 1: Dummy Variables Dividing the Database and Suggesting Better Stone Options Next I divided the database into 3 different categories. The first category consisted of the original data. The second and third categories were the less and more expensive ring options. I used $2,000 as the break off number since the professor said earlier on in this process that he was planning on spending $2,000-$4,000 on a ring for his girlfriend. I took every ring option from stone 207 which cost $1,988 and less and put that into my less expensive category. Following the less expensive category I created the more expensive category. This category started at $2,031 and went up since the professor said he would spend between $2,000-$4,000. This category consisted of stone #’s 208-440. The ring that the professor was quoted on was comparable to stones 394 and 395. The quoted ring was only seems like a better option since it had better clarity. The clarity of the quoted ring was a level 8 which was better than the level 10 clarity that stones 394 and 395 had. Now comparing the carats of the stones option 394 was 1. 01 carats, stone 395 was 1 carat, while the quoted ring was 0. 9 carats. Stone option 395 had an excellent cut while stone 394 had a good cut. The quoted ring had a very good cut. In this case I would not go with the quoted ring. I would go with stone option 395 since it had a better and excellent cut and the carat weighed 0. 1 more than the quoted stone. For the price the bigger carat is worth looking at with a better cut. Analyzing the less expensive rings went with stone option #206. The carat weight was very fair for the price. I keep the carat size in consideration while realizing that this stone’s color was in the J-K category meaning that it was faint yellow. If the stone was in any category higher than a 3 meaning it w ould be more yellow I would not have considered it. With the clarity being a 10 (I1) it was still fair for the price of $1,985. This stone had a good cut along with very good polish and good symmetry. I chose this ring for the professors less expensive option because it had a decent carat weight. The other factors such as colour, clarity, and cut were all decent for the price and the carat weight made up for them. For the more expensive ring options I kept in mind that I thought it would be a better option to get a ring with more focus on carat weight. The option I chose was stone #427 which had 1. 23 carats. This ring I would say was towards the more expensive side but not as expensive if I chose an option that had less carat weight and better characteristics in the colour, clarity and cut categories. The option I chose for the price of $3,137 was important because it was certified by the GIA lab. This stone had a faint yellow color which is not too bad when considering the carat size. Then it had a pretty decent clarity level of SI2 meaning that it was slighting included and it had very few inclusions at 10x. This stone has an excellent cut in comparison to some of the other stones around $3,137. The polish was excellent and the symmetry was good. All around I would go with the more expensive option than the less expensive. One reason being the professor stated that he was estimating to spend between $2,000 and $4,000. The professor can afford this option and if definitely getting a better option considering all of the characteristics. Figure 2: Less and More Expensive Best Options The Quoted Ring The quoted ring from exhibit 2 I would say was a little far from fair but stone option #427 was a better deal. The more expensive ring that I chose had the same clarity, same colour, a slightly better cut with a bigger carat. The price of the quoted ring was $37 less than the option I chose. For what the professor could get for $37 more was totally worth it. The carat most importantly was a decent size bigger. They both had the same certification so the better deal was stone option #427. For just a little bit of more money the professor would be getting a ring with more carat weight along with a better cut. The carat from the quoted stone was 0. 9 and the suggested ring I chose was 1. 23 which is well worth the cost of $3,137 Multiple Regression There is a lot of variation since the r-squared number is closer to 1. The r-squared value is . 9210. We have accounted for a lot since the r-squared number is so high. We were looking at a lot of information that cause this value to be so high such as; colour, clarity, cut, and carat weight. Our p-value is less than our critical value . 05 which then makes our f-ratio significant. Our p-vale for constant is less than the critical value . 05 so that makes our t-value significant. Figure 3: Multiple Regression: All options Figure 4: Multiple Regression: Less Expensive Figure 5: Multiple Regression: More Expensive Figure 6: Scatterplot with Linear Trend line: Less expensive Stone (Colour) Figure 7: Scatterplot with Linear Trend line: Less expensive Stone (Cut) Figure 8: Scatterplot with Linear Trend line: Less expensive Stone (Cut) Figure 9: Scatterplot with Linear Trend line: More expensive Stone (Colour) Figure 10: Scatterplot with Linear Trend line: More expensive Stone (Clarity) Figure 11: Scatterplot with Linear Trend line: More expensive Stone (Cut) Conclusion and Recommendations In conclusion I would say that the stone that the professor was quoted on would not have been the best option. The best advice in this case would be to figure out what characteristics would be most important the professor and what he would think his girlfriend would like the best. The price of a stone reflects many different characteristics. The most important characteristics would be the cut, clarity and carat weight. Once the professor figures that out he can chose which engagement stone would be worth the money he is willing to pay for his girlfriend. Citations Diamonds FAQ: How to Read a GIA Certificate. (n. d. ). Diamonds: We Test and Rate Jewelers. Retrieved May 4, 2013, from http://www. diamondhelpers. com/fivesteps/4-diamonds-FAQ. shtml Michael Leff, under supervision of Greg Zarik (2009) Richard Ivey School of Business: The University of Western Ontario The Professor Proposes. Ivey Publishing

Shakespe of the Hostess Essays

Shakespe of the Hostess Essays Shakespe of the Hostess Essay Shakespe of the Hostess Essay Essay Topic: The Taming Of the Shrew Throughout this play, Shakespeare has used a variety of dramatic techniques; language, action, imagery, to express how the roles of women are perceived. From the insulting of the Hostess, and crude impersonation of the Page, to the continual elements of male domination within their discussions of women, Shakespeare is exhibiting, if not his own personal views, then possibly the general views of the time. Even the Widow that Hortensio marries is taken to be a good match.I will be married to a wealthy widow Ere three days pass, which hath long loved me (Act 4, Scene 2, Lines 37-38) When the three couples come together again, all the women have fulfilled their expected roles, and are married. But its now Bianca who appears to be the shrew, and our expectations of the Widow are also reversed. These two women, who on the surface had both deemed to be the ideal wife; subservient, domesticated, and loving towards their husbands, refuse now to meet the demands of their husbands.Katherina on the other hand, is a changed woman, even lecturing Bianca and the Widow on their behaviour and attitudes towards their husbands. Her speech shocks everyone, and gives Petruchio more reason to be proud of that fact he has tamed her, and shes proved it to everyone. However, has Shakespeare used this device to emphasise a personal view that perhaps not only the best wife is a subservient one, but a happy one also.There is much deception in this play, and I think Shakespeare carries that through in Katherinas final speech, for although it seems to be entirely subservient perhaps having met her match shes finally happy to fall into the role prescribed for her. While Petruchio believes her change is down to his own taming it is possible that she has changed of her own free will, gaining a role that has finally given her the attention, respect and authority she always felt she deserved.

Federalism and How it Works

Federalism and How it Works Federalism is the process by which two or more governments share powers over the same geographic area. In the United States, the Constitution grants certain powers to both the U.S. government and the state governments. These powers are granted by the Tenth Amendment, which states, â€Å"The powers not delegated to the United States by the Constitution, nor prohibited by it to the States, are reserved to the States respectively, or to the people.† Those simple 28 words establish three categories of powers which represent the essence of American federalism: Expressed or â€Å"Enumerated† Powers: Powers granted to the U.S. Congress mainly under Article I, Section 8 of the US Constitution.Reserved Powers: Powers not granted to the federal government in the Constitution and thus reserved to the states.Concurrent Powers: Powers shared by the federal government and the states. For example, Article I, Section 8 of the Constitution  grants the U.S. Congress certain exclusive powers such as coining money, regulating interstate trade and commerce, declaring war, raising an army and navy and to establish laws of immigration. Under the 10th Amendment, powers not specifically listed in the Constitution, like requiring drivers licenses and collecting property taxes, are among the many powers reserved to the states. The line between the powers of the U.S. government and those of the states is usually clear. Sometimes, it is not. Whenever a state governments exercise of power might be in conflict with the Constitution, we end up with a battle of â€Å"states rights† which must often be settled by the Supreme Court. When  there is a conflict between a state and a similar federal law, the federal law and powers supersede state laws and powers. Probably the greatest battle over states rights- segregation- took place during the 1960s civil rights struggle. Segregation: The Supreme Battle for State's Rights In 1954, the Supreme Court in its landmark Brown v. Board of Education decision ruled that separate school facilities based on race are inherently unequal and thus in violation of the 14th Amendment which states, in part: No state shall make or enforce any law which shall abridge the privileges or immunities of citizens of the United States; nor shall any state deprive any person of life, liberty, or property, without due process of law; nor deny to any person within its jurisdiction the equal protection of the laws. However, several predominately Southern states chose to ignore the Supreme Court’s decision and continued the practice of racial segregation in schools and other public facilities. The states based their stance on the 1896 Supreme Court ruling in Plessy v. Ferguson. In this historic case, the Supreme Court, with only one dissenting vote, ruled racial segregation was not in violation of the 14th Amendment if the separate facilities were substantially equal. In June of 1963, Alabama Governor George Wallace stood in front of the doors of the University of Alabama preventing black students from entering and challenging the federal government to intervene. Later the same day, Wallace gave in to demands by Asst. Attorney Gen. Nicholas Katzenbach and the Alabama National Guard allowing black students Vivian Malone and Jimmy Hood to register. During the rest of 1963, federal courts ordered the integration of black students into public schools throughout the South. In spite of the court orders, and with only 2 percent of Southern black children attending formerly all-white schools, the Civil Rights Act of 1964 authorizing the U.S. Justice Department to initiate school desegregation suits was signed into law by President Lyndon Johnson. A less momentous, but perhaps more illustrative case of a constitutional battle of states rights went before the Supreme Court in November 1999, when the Attorney General of the United States Reno took on the Attorney General of South Carolina Condon. Reno v. Condon - November 1999 The Founding Fathers can certainly be forgiven for forgetting to mention motor vehicles in the Constitution, but by doing so, they granted the power to require and issue drivers licenses to the states under the Tenth Amendment. That much is clear and not at all disputed, but all powers have limits. State departments of motor vehicles (DMV) typically require applicants for drivers licenses to provide personal information including name, address, telephone number, vehicle description, Social Security number, medical information, and a photograph. After learning that many state DMVs were selling this information to individuals and businesses, the U.S. Congress enacted the Drivers Privacy Protection Act of 1994 (DPPA), establishing a regulatory system restricting the states ability to disclose a drivers personal information without the drivers consent. In conflict with the DPPA, South Carolina laws allowed the States DMV to sell this personal information. South Carolinas Attorney General Condon filed a suit claiming that the DPPA violated the Tenth and Eleventh Amendments to the U.S. Constitution. The District Court ruled in favor of South Carolina, declaring the DPPA incompatible with the principles of federalism inherent in the Constitutions division of power between the States and the Federal Government. The District Courts action essentially blocked the U.S. government’s power to enforce the DPPA in South Carolina. This ruling was further upheld by the Fourth District Court of Appeals. United States Attorney General Reno appealed the District Courts decisions to the Supreme Court. On Jan. 12, 2000, the U.S. Supreme Court, in the case of Reno v. Condon, ruled that the DPPA did not violate the Constitution due to the U.S. Congress power to regulate interstate commerce granted to it by Article I, Section 8, clause 3 of the Constitution. According to the Supreme Court, The motor vehicle information which the States have historically sold is used by insurers, manufacturers, direct marketers, and others engaged in interstate commerce to contact drivers with customized solicitations. The information is also used in the stream of interstate commerce by various public and private entities for matters related to interstate motoring. Because drivers personal, identifying information is, in this context, an article of commerce, its sale or release into the interstate stream of business is sufficient to support congressional regulation. So, the Supreme Court upheld the Drivers Privacy Protection Act of 1994, and the States cannot sell our personal drivers license personal information without our permission, which is a good thing. On the other hand, the revenue from those lost sales must be made up in taxes, which is not such a good thing. But, thats how federalism works.

Film Essay Example | Topics and Well Written Essays - 500 words - 8

Film - Essay Example However, even though the films are of same genre and have similar background themes, the setting and the characters are distinct, and have unique personalities. The films ‘It Happened One Night’ (1934) and ‘Maid in Manhattan’ (2002) have similar background themes where a wealthy person falls in love with a ‘commoner.’ The love interest gets the wealthy characters (Ellie and Chris) distracted from the goals they had set to achieve. For example, in the movie ‘It Happened One Night,’ the female character Ellie runs away from her wealthy father to get married to a man of her choice. However, when she meets Peter and gets to know him during their travel to New York, she falls in love with him and gets distracted from the goal for which she had run away from her father. Similarly, in the film ‘Maid in Manhattan,’ Christopher Marshall who is a senatorial candidate, gets distracted from his goal of focusing on his campaign when he falls in love with a maid working in a classy hotel in which he stays. However, the contrast in the theme is that when Ellie confesses her love towards Pete r, he agrees that he is also in love with her. However, the character of Marissa, who is a maid, tries to avoid Christopher when she realizes that he is romantically interested in her. The other difference in the themes of the films is the truth about the characters who are ‘commoners’. In the movie ‘It Happened One Night,’ Peter discloses his real self to Ellie right from the beginning, and that too, with certain flamboyance and charm. On the other hand, Chris misunderstands Marissa as a socialite guest at the hotel, and considers her as a wealthy woman and not a ‘commoner’. Hence, when Chris falls in love with Marissa, he is not aware about her true identity of a maid. In this way, even though basic themes of the films are similar, the shades of the characters are different. The basis of the romantic comedies

Business Ethics in IT Management Essay Example | Topics and Well Written Essays - 750 words

Business Ethics in IT Management - Essay Example When the organization collect data related to employees they are supposed handle it with secrecy and confidentiality. My organization is highly strict on safeguarding the details of the employees and other information related to the human resource department. Information related to pay scale of employees, social security numbers and other account details are allowed to be handled only by authorized personnel. Even the organization is not supposed to conduct any activity which can harm the environmental balance of nature. The nature of business is not supposed to be conducted against the social interest of the community and nation. The managers are not allowed to manipulate and misuse the key strategies and policies of the organization. My organization also have the right to monitor our activities to assess whether we follow the ethical code and principles of the business. In my organization employees are evaluated by the ethical standard they follow, as it is the core value of the or ganization. A person with no moral or ethical value can never be a good employee and can spoil the goodwill and reputation of a firm. My company tests my ethical behavior while I work in the organization in order to make sure that I am productive and harmless to the organization working process. My company does not allow using the company telephones to make long distant calls as this show that as an employee I want to misuse the company services. Manipulating the software’s of the company and using company products when not in offices are against my organizational ethical standard. My organization feels that if the employee cannot adhere to the ethical code of the firm then he is not worth to work in the organization. An employee can only be trusted and relied upon if he can follow the moral and ethical value of the organization.  

LVMH

LVMH 1. TASK 01 1.1. INTRODUCTION TO LVMH For this assignment, I ideally considered an organization named LVMH. LVMH LVMH Moà «t Hennessy Louis Vuitton S.A. (Euronext: MC), usually shortened to LVMH, is a French holding company and the worlds largest luxury goods conglomerate. It is the parent of around 60 sub-companies that each manage a small number of prestigious brands These daughter companies are, to a large extent, run autonomously. The group was formed after mergers brought together champagne producer Moà «t et Chandon and Hennessy, a leading manufacturer of cognac. In 1987, they merged with fashion house Louis Vuitton to form the current group The group is controlled by the Christian Dior group, which owns 42.4% of shares and has over 58% of voting rights. Bernard Arnault, majority shareholder of Dior, is Chairman of both companies and CEO of LVMH. His successful integration of various famous aspiration brands into the group has inspired other luxury companies into doing the same. Thus Gucci (now part of the French conglomerate PPR) and Richemont have also created extended portfolios of luxury brands. The oldest of the LVMH brands is wine producer Chà ¢tea dYquem, which dates its origins back to 1593 .(http://en.wikipedia.org) Corporate structure LVMH is based in Paris, France. The company is listed on the Euronext Paris exchange and isa constituent of the CAC 40 index. As of 2008, the group revenues of â‚ ¬17.2 billion with a net income of â‚ ¬2.318 billion. The group currently employs 77,000 people. 30% of LVMHs staff work in France. LVMH operates over 2,300 stores worldwide. Its current business plan aims to tightly control the brands it manages in order to maintain and heighten the perception of luxury relating to their products. For example, Louis Vuitton products are sold only through Louis Vuitton boutiques found in upmarket locations in wealthy cities or in concessions in other luxury goods shops (such as Harrods in London). This practice contrasts greatly with less exclusive brands which can be bought in shopping malls around the world (http://en.wikipedia.org) Shareholders At the end of 2008, the only declared major shareholder in LVMH was Groupe Arnault, the family holding company of BernardArnault. The groups control amounted to 47.42% of LVMHs stock (with 42.42% held through Christian Dior S.A. and 5.00% held directly) and 63.40% of its voting rights (58.02% by Dior and 5.38% directly). A further 3.4% of shares were declared as treasury stock, with the remainder being free float .(http://en.wikipedia.org) DEPARTMENTS OF LVMH * Wines Spirits * Fashion Leather Goods * Perfumes Cosmetics * Watches Jewelry * Selective retailing (Annual report LVMH-2008) MISION AND VALUES OF LVMH * Be creative and innovate * Aim for product excellence * Bolstertheimageofourbrandswithpassionatedetermination * Act as entrepreneurs  · Strive to be the best in all we do (Annual Report LVMH-2008) Definitions of Human Resource Management Human recourse management is a strategic and coherent approach to the management of organizations most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives. (Michael Armstrong, a Hand book of Human Resource Management 2003) The HRM models are 1. The Matching model of HRM 2. Harvard model of HRM 3. Best practice model 4. The contingency model 5. Guest model of HRM 6. Warwick model of HRM 7. Storey model of HRM We can use Matching Model for LVMH Models of HRM 1. The matching model The Michigan model is also known as the matching model or best-fit approach to human resource management. In essence, it requires that human resource strategies have a tight fit to the overall strategies of the business. As such, it limits the role of HR to a reactive, organizational function and under-emphasizes the importance of societal and other external factors. For example, it is difficult to see how the current concern for work life balance could be integrated into this model. Fombrun et al identified four common HR processes performed in every organization: * Selection: matching people to jobs * Appraisal of performance * Rewards: emphasizing the real importance of pay and other forms of compensation in achieving results * Development of skilled individuals These processes are linked in a human resource cycle. The matching model has attracted criticism. At a conceptual level, it is seen to depend on a rational, mechanical form of organizational decision-making. In reality, strategies are often determined and operational zed on a more intuitive, political and subjective level. Certainly, the decision-making is more complex than the model allows. It is also both prescriptive and normative, implying that the fit to business strategy should determine HR strategy (Bratton, J.,Gold, J., Human Resource Management p-18)) Resource based Strategy The resource-based view of strategy is that the strategic capability of a firm depends on its resource based capability. Resource-based strategy theorists such as Barney (1991) argue that stained competitive advantage stems from the acquisitions and effective use of bundles of distinctive resources that competitors cannot imitate. As Boxall (1996) comments; ‘competitive success does not come simply from making choices in the present; it stems from building up distinctive capabilities over significant periods of time. Teece et al (1997) define ‘dynamic capabilities as ‘the capacity of a firm to renew, augment and adapt its core competencies over time. (Michael Armstrong,2000, Strategic Human Resource Management, p-33) Best Practice The ‘best practice rubric has been attacked by a number of commentators. Cappeelli and Crocker-Hefter (1996) comment that the notion of single set of best practices has been over stated: There are examples in virtually every industry of firms that have very distinctive management practices. We argue hat these distinctive human resource practices hlp to create unique competencies that differentiate products and services and, in turn, drive competencies that determine how firms complete. Purcell (1999) has also criticized the best practice or universalist view by pointing out the inconsistency between a belief in best practice and the resource based view, which focuses on the intangible assets including HR, that allow the firm to do better than its competitors. He asks how can ‘the universalism of best practice be squared with the view that only some resources and routines are important and valuable by being rare and imperfectly imitable?. The danger, as Legge (1995) points out, is that of ‘mchanistically matching strategy with HRM policies and practices. Accordance with contingency theory, it is difficult to accept that there is any such thing as universal best practice. What works well in one organization will not necessary work well in another because it may not fit its strategy, culture, management style, technology or working practices. As Becker et al (1997) remark: ‘organizational high-performance work systems are highly idiosyncratic and must be tailored carefully to each firms individual situation to achieve optimum results. (Michael Armstrong, 2000, Strategic Human Resource Management, p-65) Best Fit For the reason given above, it is accepted by most commentators that ‘best fitis more important than ‘best practice. There can be no universal prescriptions for HRM policies and practices. It all depends. This is not easy to say that ‘good practice, ie practice that does well in one environment, should be ignored. Benchmarking has its uses as a means of identifying areas for innovation or development that are practiced to good effect elsewhere. But having learned about what works and, ideally, what does not work in comparable organizations, it is up to the firm to decide what may be relevant in general terms and what lessons can be learnt and adapted to fit its particular strategic and operational requirements. The starting point should be an analysis of the business needs of the firm within its context (culture, structure, technology and processes). This may indicate clearly what has to be done. Thereafter, it may be useful to pick and mix various ‘best pract ice ingredients and develop an approach that applies those that are appropriate in a way that is aligned to the identified business needs. But there are problems with the best-fit approach, as pointed out by Purecell(1999) who, having rubbished the concept of best practice, proceeded to do the same for the notion of best fit: Meanwhile, the search for a contingency or matching model of HRM is also limited by the impossibility of modeling all the contigent variables, the difficulty of showing their interconnection, and the way in which changes in one variable have an impact on others. In Purcells view, organizations should be less concerned with best fit and best practice and much more sensitive to processes of organizational change so that they can ‘avoid being trapped in the logic of rational choice. (Michael Armstrong, 2000, Strategic Human Resource Management, p-66 ) Human Resource Management VS Personal Management Human resource management was first known as personnel management. However the present status of the field of human resource management has been achieved after years of evaluating development. In personnel management people were manage stick administration but in human resource management people are consider resources, develop people and get them to manage them self. Organizations now consider the human resource as a resource that could be developed rather than just be managed. Personnel management is more administrative in nature, dealing with pay roll, compiling with employment law and handling related task. Human resources on the other hand are responsible for managing the work force as one of the primary recourses that contribute to the success of the organization. Personnel management manages people by strict administrative system but human resource management considers people as a resource that can be developed.eg; Train and developed persons. Personnel management is less concentration on employees future potential and getting the best from employees through training, development and motivation. but other hand of human resource management identifies employees potential, areas for improvement, strength and weaknesses identifies training needs and trains them achieves result through motivation and job satisfaction. Human Resource Management from a strategic perspective and its implications for the role of the line managers and employees Human resource management is very important to build up relationship between line managers and employees. Below I mentioned area of covering strategic human resource activities. * Policy making. * Designing and developing human resource strategies. * Contributing to the corporate plan of the organization. * Integrating human resource activities to the main purpose of the organization. * Job evaluation. * Salary administration. * Incentives and benefits. * Grievances handling. 1.2. APPLY GUEST MODEL OF HUMAN RESORCE MANAGEMENT TO LVMH LVMH using human resource management functions for build up their business. Especially they apply guest model for following functions. They are using human resource strategy for innovation the company. Regularly they check other retailers of the market. After that they focus their business for current market. Normally they evaluate the cost of product. Some time they control the unnecessary cost per product. eg; they searching current market and stopping over production Human resource management practices; LVMH specially using human resource practices for recruitments. They are choosing correct person for correct job category. They offered training period for new employees. Always management evaluating employees and giving rewards for them. eg; bonus Human resource outcomes; They always get ideas from customers and offers range of options for flexible working. eg; part time work, career break Behaviour outcomes; The management always evaluating workers and motivate them. It has good team workers. Every time they corporate with others and helping them. Performance outcome; LVMH evaluate everybody performance and using some human resource practices for increase productivity. Human resource department discuss with employees and this time reduce their absenteeism and labor turn over. Critically evaluate the Guest model of human resource management Human resource management is deferent from traditional personnel management. However, Guest has acknowledged that the concept of commitment is messy and that the relationship commitment and high performance is difficult to establish. The strength of the guest model is that it clearly maps out the field of human resource management and classifies the input and comes. The model is useful for examining the key goals usually associated with the normative models of human resource management; strategic integration, commitment, flexibility and quality. 2. TASK 02 2.1. Aim/Purpose: Why have a Strategy? To set the context for learning and development within the LVMH to answer the questions that staff, managers, and customers might have: * Why is learning and development important? * How does learning ‘fit in with staff roles, delivery of key services? * What does the LVMH mean by learning and development? How do staff and managers make sure they have the learning they need? The aim of this strategy is to provide a practical map and guide of how learning and development supports the work of the LVMH, at an individual, team and organizational level. The strategy aims to set out the current aims and objectives and also map the future so that there is a ‘vision of how learning and development will support the LVMH both now and in the future across Provider and Commissioning. The purpose then is to provide a framework for learning for LVMH which will: * Set out the LVMHs commitment to providing learning and development for all staff * Ensure that staff are equipped with appropriate skills, experience and support to enable them to continue to provide high quality care and services * Ensure that processes are in place for staff to achieve their potential and that individual contributions are valued and acted upon * Ensure that staff identify training needs and undertake appropriate training as part of their role and that training needs are identified at an individual, team and organisational level * Ensure that high quality training and development is commissioned as needed * Effective learning and development processes and systems are in place that are accessible and clear. 2.2. Supporting the LVMH to deliver its strategic aims and objectives The LVMHs key strategic aims are to: Engage with the target customers and their needs. Commission a full and equitable range of high quality, responsive and efficient services, within allocated resources, across all service sectors. Directly provide high quality responsive and efficient services where this gives best value. The achievements of the strategic aims are supported by a set of key values. LVMH values are the qualities, standards and principles that the LVMH believes will help it and its staff to succeed. The values are: Be creative and innovate Aim for product excellence Bolstertheimageofourbrandswithpassionate determination Act as entrepreneurs Strive to be the best in all we do 2.3. Core principles for Learning and Development across the LVMH: * To provide opportunities for learning, high value of skills about international marketing, personal development and skills enhancement at all levels. There is a need to widen participation to ensure lower band staff have the development they need * To encourage continuous learning and space for innovation and creating something new so that services are adapted and improved as a result of learning * To be more than fit for purpose but in pursuit of excellence * Endorse the principles of becoming a Learning Organisation * Identify a systematic process and framework for identifying, planning, delivering and evaluating learning and development at an individual, team and organisational level * Support and develop a culture that encourages confidence, motivation and creativity in staff allowing them to be innovative, take risks and realise their full potential * Ownership of learning and development by individual members of staff so that they can see the value of learning and how it will support them * Staff are our ‘customers. The learning and Development team need to ensure that effective feedback and quality assurance processes are in place * To be able to measure success The strategy should: * Mean something to staff and Managers, be ‘live and real and practical, mapping the current and future picture and progress * Be organic in that the Learning and Development team continually assess and change the strategy and vision through its own learning * The Learning and Development strategy should strengthen and be integral to the LVMH organisational objectives and performance management frameworks * Identify localised examples. 2.4. Learning and Development: Strategic Aims and Objectives To Meet PCT Commissioner and Provider Strategic Aims, Values and Vision Ensure staffs are working safely and competently and have the skills and knowledge they need to deliver high quality services: * Deliver first class Induction * Provide high quality marketing Training * Ensure all staff are attending Statutory /Mandatory training * Ensure store Supervision systems, training is in place * Develop IT skills of our staff Support the LVMH to develop the workforce of the future: * Work with Provider and Commissioning Directorates to support development of LVMH into the future * To work with HR and OD Director to embed values of the LVMH through education and training systems and processes * Support the development of new roles * Identify training and development for new services as they are developed * Support the workforce planning agenda Support the LVMH in the delivery of its Inequalities Agenda * To ensure integrated working with Public * Ensure Equality monitoring and performance targets are met * To provide an equality and diversity training programme for all staff * Complete an Equality Impact Assessment on the Learning and Development function * Develop systems to include staff feedback into improving learning and development within the LVMH Develop first class leaders and managers within the Provider and Commissioning arms of the LVMH * Identify management and leadership strategy for all managers at appropriate bands * Delivery of in house leadership programme * Develop a management skills programme, identify skills / competencies for Managers * Develop and provide Team Leader Training * Support Managers to access external management and leadership programmes as appropriate * Develop mentoring, coaching and shadowing for staff * Provide training and support for Managers in Skills Knowledge to manage change efficiency and confidentially Delivering high quality, innovative and creative learning opportunities Support the LVMH to become a learning organisation and embed the philosophy of the teaching lvmh * Promote the principles and philosophy of the learning organisation and the teaching LVMH * Embed the learning culture * Encourage new ways of learning, training, e-learning * Support the organizational development agenda * Develop work with neighboring LVMHs Ensure accessible and excellent high quality training, learning and development provision is in place * Develop the LVMHeducation and training team and service * Commission training and development, both now and in the future * Development of ‘self service training administration system * Ensure effective systems and processes are in place * Development of Learning Centres and accessible ways of learning Develop a Quality Assurance framework for Learning and Development * Demonstrate the value of learning within the organisation * Benchmark against competitors * Develop measurable standards for learning and development processes * Ensure robust data collection and reporting * Develop a system for feedback from staff, partners ‘customers * Quality assurance, monitoring, evaluation systems put in place eg. i. Train the trainer, standards of delivery for trainers ii. Contracts for external trainers iii Staff and partner organizations iv Staff questionnaire/feedback Use existing resources creatively and plan resourcing for the future such as * LVMH training budget * Income generation * Sponsorship / grants 2.5. Standards Service Standards will be included for each strategic objective and identified in the work programme. 2.6. Responsibilities / accountability: Training Governance All members of staff have a responsibility for their own learning and development, supported by Managers and the Learning and Development Team. For detailed guidance on roles and responsibilities on identifying learning and development 2.7. Success Criteria: benchmarking, quality assurance processes: How will we measure Progress and Achievement? * Through regular reviews of the Work Programme * On going consultation with staff * Evaluation and collation of feedback 2.8. Review and Monitoring Quarterly review of strategy and work programme may monitor by Human Resources Committee. 3. TASK 03 3.1. RECRUITMENT Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, headhunters for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. (Armstrong, Michael (2006). A Handbook of Human Resource Management Practice) SELECTION Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization. Often based on an initial job analysis, the ultimate goal of personnel selection is to ensure an adequate return on investmentin other words, to make sure the productivity of the new hire warrants the costs spent on recruiting and training that hire. Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, oral interviews, work performance measures (e.g., writing samples), and traditional tests (e.g., of job knowledge). The field of personnel selection has a long history and is associated with several fields of research and application, including human resources and industrial psychology. Recruitment and Selection of LVMH They are based on higher requirements for professionalism in the evaluation and selection methods, while offering candidates a unique experience that gives them useful feedback for their professional development. Not only are technical skills assessed, but also the ability to produce and communicate results, the ability to work in a group, the ability to have a strategic vision while knowing how to make a daily commitment and, finally, the potential to become an enterprising leader motivated by a desire for ongoing improvement. Assessment of these aspects is made by LVMH group managers through interviews as well as individual and group role plays. At the end of this intensive day, whatever the result, each candidate receives several in-depth analyses to assist him or her in understanding how he or she was perceived and the contents of the assessment. Essential of international recruitment of LVMH Sustained development of all LVMH activities enabled multiple jobs to be created in 2008 across the Groups companies and brands: Wines Spirits, Fashion Leather Goods, Perfumes Cosmetics, Watches Jewellery, and Selective Retailing. LVMH has 77,087 employees worldwide, with the average number of employees over the fiscal year up 9.5% compared to the previous year. Through its policy of selling products with the â€Å"made in France† label, LVMH ensures that industrial jobs are maintained in France. The breakdown of the Groups workforce by geographical region is stable and balanced. 74% of the workforce is employed abroad, essentially in the distribution networks of Europe, the Asia-Pacific region, and North and South America. Workforce of LVMH by geographic region 26% France 19,737 22% Rest of Europe 17,226 22% United States 16,723 6% Japan 4,929 19% Rest of Asia 14,831 5% Other markets 3,641 Total 77,087 (Source; LVMH Annual report-2008) There are 74% of employees working internationally. Therefore international recruitment is important to LVMH. They are expecting a personal development within a professional, responsible team in the organization. identifying with the values of a company is a major element in attracting and motivating the men and women who join LVMH and invest themselves in the Group. The Group presents its corporate responsibility policy during the initial contact with candidates, for example during recruitment forums. The explanation of this policy is part of the integration process. The prevention of psycho-social risks in their orientation manuals or employee manuals, like DFS Group, Fendi or Glenmorangie. However they have consider the expectations and motivation of the teams. Access and continued employment for older employees is also a constant concern, consistent both with the Groups policy on diversity and with its International Recruitment at LVMH Here LVMH can find a step-by-step guide to recruitment. International Recruitment Deployment e follow the extensive International Recruitment process as follows: Stage 1:Advertisement using print media and internet including job display on our Job portal Stage 2: Screening of applications received in response to advertisement. Stage 3: Short listing, scrutinizing data according to the skills, knowledge and aptitude desired for the job. Stage 4: Test Interviews Stage 5:Selection Stage 6:Reference Check Stage 7:Completing the Visa/Administrative Process following the acceptance of Job offer by the candidate. Stage 8:Travel arrangement and deployment of the candidate to job location. (http://www.habsons.net) Selection Methods (Tests, Exercise, Presentations) The most popular selection method is Interviewing ; however the decision making process at Interviewing panel stage will be improved if information additional to that obtained from the application form, CVs, references (for academic and research posts) and interview is available. It is therefore desirable that the selection process includes an additional selection exercise/test. This should be designed to gather information about the ability of short-listed candidates to carry out the specific duties of the post by testing aspects of the Person Specification, which cannot easily be evaluated by an interview or reference. Some examples of selection exercises are given below, all of these would need to be carried out in accordance with good practice in Equal Opportunities: In setting up and running selection exercises the following principles should be followed: Nature of Post: Selection Exercise: Research posts Candidates could be asked to deliver a seminar, give a departmental presentation or write a report Posts that require supervisors skills Candidates could be asked to take part in a supervisory role play General: The assessment of performance from selection tests must be made on a predetermined set of factors, rather than vague generalizations, using set criteria will enable an objective assessment of the test set; There should be a clear understanding of what is being tested and what status the test/exercise has within the overall selection process; If the test/exercise involves using a software package, experience of using that specific software package must have been included in the selection criteria for the post; The test/exercise must be designed to provide an equal opportunity for each candidate to demonstrate his/her abilities, in accordance with the Equal Opportunities Employment Policy; Where appropriate, selection tests/exercises must be adapted for a candidate with a disability. For further guidance on this the Recruitment Manager or HR Manager should be contacted; The test/exercise must be properly planned in advance with each candidate given full information on what is involved and sufficient time for any preparation required; The test/exercise must not be biased in favor of internal candidates, i.e. it should test basic principles in relation to the post, not knowledge of internal procedures; The information gathered from a selection exercise will only relate to a limited number of the overall requirements of the post and the results must be judged in this context. However, if an essential criterion for the post is being tested e.g. numeracy and the required standard for the test is not met then the results must not be ignored; Objective criteria should be used to score the test that has been set and all information relating to the test should be reported in a standard and consistent format to Interviewing panel. If there are any factors which may have influenced a candidates performance e.g. inter

Quality Management Assessment Summary Essay

The health care quality management responsibilities are to evaluate care that is provided to patients and make sure that these patients receive quality health services. The quality management helps give understanding and awareness to the organization policies and goals. Having risk management in the organization helps reduce any potential of negative impacts that could be placed on any of the patients’, staff and also the organization itself. In hospitals this is a challenging and complex process which payers and participants require that health organization should engage in efforts to evaluate the validity ensure their relevance in quality. One of the basic concepts of quality management is continuous quality improvement which is forever ongoing effort to enhance improvements or process of approach. Throughout time you will use a cycle step develop with a plan by identifying what needs to be changed and establishing a plan, then you have the action of do which is putting the plan to work by implementing the new changes, the other concept is check use data to analyze results and try to see if it made a difference, lastly is act upon plan. The term is interchangeable also called continual improvement and continuous improvement. Another concept of quality management is called total quality management takes a look at overall quality, the design and development which is what the continuous quality management does. Total quality management job is to make sure that they customer expectations of service are met with high quality. Total quality management are associated with the production requirements, creation of plans, prevention of cost and training preparation of the process put in place. All the names of how they address quality management just depends on the industry which makes the name vary from one organization to the next but all means the same thing. The performance management is different because this is a continuous process of communication and clarifying one’s job responsibilities, priorities, to make sure there is mutual understanding between the supervisor and employee. A performance management encourages development and feedback also fosters teamwork among the employees, resolves performance problems, recognizes quality performance and provides decisions on promotions and pay for performance. The performance improvement is somewhat similar to performance anagement because both descriptions implementing interventions for improvements, identifying the problem, encourage employees, offers feedback about performance, educate about job expectations, and offers incentives for performance. Where I work at the hospital we use quality management and they help by reviewing policies and procedures for the organization and for each department. Monthly meetings with the quality management to make us aware of the feedback they get about the quality of service or if they are educating us on new change. Over the years the hospital sets new goals to achieve and want to eliminate poor performance, unnecessary readmissions that cause a financial burden on the organization, so the new implementation of principles will help everyone make this happen. The hospital would like to offer the patients larger role in their health, treatment and hospital experience. The long term goal is to be an anchor of health in the community that helps improves the access, quality, lower cost, and efficiency. We utilize case managers to evaluate admissions to prevent costliest episodes of care which is that unnecessary readmission; this is a short term goal which will not take long to revise. This is informing this team that they are decision makers and this requires the team to help organize what the appropriate protocol is for unnecessary readmission. Another long term goal is the communication across the board for the continuum of care should be improved and need to be building a foundation to help one another coordinate care. Short term goal the hospital needs to rely in a shared belief in evidence based medicine. If there is a protocol in place but the provider detours and does something that they know will work this is information that will need to be shared and documented, to help quality management review and could possibly make revisions in the protocol. This is a plus if we can see patients benefit from this evidence based medicine, and if it is not reported than this means everyone is doing their own thing and not sharing the information to get everyone on the same page. Past experiences impact decisions making and can be positive result because the avoidance is making same decisions as before. External and Internal influence in marketing, health quality initiatives have a huge impact on the hospital. Influence is through developing the right supportive culture, attracting and keeping the right employees to promote quality, updating an in house quality process and furnishing the right tools to their jobs. Having high quality comes from physicians, nurses, administrators and ancillary staff to give high quality care and have effective improvements in order to be successful. It is everyone job to be a team player and participate in helping the hospital achieve the goals. The right supportive culture reflects good leadership and involvement with the hospital by reporting performance indicators, improvements proofs by results, and also promoting a safe environment for everyone. If you don’t have the right support staff then the hospital will be incompliant facing many fines for violations. Developing effective in house outcomes and cost shows the quality of the hospital. This part of the hospital is trained to facilitate the problem solving process with physicians and other employees. Effective problem solving leads to evidence based on the protocols put in place to enhance efficiencies for instance reduce turnaround time in the emergency room or turn around time for test results. The negative impact of this not being successful is that it could ruin the hospital reputation; word of mouth is why majority of the patients’ come. It is very important that the staff of the hospital has the right tools to do their jobs this allows all staff to give high quality care on daily basis and will help identify problems when they do surface, being that the right tools will not be one of them. Not having the right supplies could cause some safety problems with patient care and environmental which could lead to many lawsuits. All hospitals want to improve the quality of care and patient safety because they are taking on the challenge to move forth. What distinguishes the hospital from others is that addressing the issue is not the only thing that needs to be done but back up what is implemented with concrete actions and research more deeply to identify the root causes, providing a solution and being accountable for it. The fundamental qualities which are important and implemented are data quality assessment, data quality measurements and operation data quality improvements. The data quality assessment is the information needed when treating patients and physicians have been made aware of poor data quality ffects the hospitals operation. By quantifying the gap in the value the practitioner can review and determine a cost effective and also the speed the quality improvements. For instance, when a package that was intended for someone else goes to the wrong address that increases mailing and shipping cost because of the incorrect address. Data quality measurements are the results from the data quality assessment in which the data quality analysts synthesize that information and also concentrate on the elements. This is reported with a scorecard showing units of measures and thresholds for example, with the packing going to the incorrect address this can be defined by using quality validation rules for the each address and the information can be all gathered of all incorrect addresses in the system to show why the increase cost. Operational data quality improvement is used to identify data quality rules and this is approved through data stewardship procedure. Clinical and administrators get assistance from both quality management and risk management to improve clinical practice and organization systems. Risk management and quality management collaboration will improve patient overall care, improving external compliance, shielding the hospital from all other risk. Risk management can ensure a flow of information between staff, departments to get better results on patient care also keeping in mind protecting hospital from any exposure of statutes. The unity of risk management and quality management the hospital will benefit and enhance patient safety and minimize the harm of the patient. There will be less duplication, improve communication, coordination of activities through the organizational policy.

Journal Writing in the Elementary Classroom

An effective Journal Writing program doesnt mean you just sit back and relax while your kids write about whatever they want. You can use well-chosen journal topics, classical music, and checklists to make the most of your students daily writing time. In my third grade classroom, students write in journals every day for about 20 minutes. Each day, after read-aloud time, the kids go back to their desks, pull out their journals, and start writing! By writing every day, the students gain fluency while getting a chance to practice important punctuation, spelling, and style skills in context. Most days, I give them a specific topic to write about. On Fridays, the students are so excited because they have free write, which means they get to write about whatever they want! Many teachers let their students write about whatever they want every day. But, in my experience, student writing can tend to get silly with a lack of focus. This way, students stay focused on a particular theme or topic. Journal Writing Tips To start, try this list of my favorite journal writing prompts. Engaging Topics I try to come up with interesting topics that are fun for the kids to write about. You can also try your local teacher supply store for topics or check out a kids books of questions. Just like adults, children are more likely to write in a lively and engaging manner if they are entertained by the topic. Play Music While the students are writing, I play soft classical music. Ive explained to the kids that classical music, especially Mozart, makes you smarter. So, every day, they want to be really quiet so that they can hear the music and get smarter! The music also sets a serious tone for productive, quality writing. Create a Checklist After each student finishes writing, he or she consults a small checklist that is pasted into the inside cover of the journal. The student makes sure that he or she has included all of the important elements for a journal entry. The kids know that, every so often, I will collect the journals and grade them on their latest entry. They dont know when I will collect them so they need to be on their toes. Writing Comments When I collect and grade the journals, I staple one of these small checklists to the corrected page so that the students can see which points they received and which areas need improvement. I also write a short note of comment and encouragement to each student, inside their journals, letting them know that I enjoyed their writing and to keep up the great work. Sharing Work During the last few minutes of Journal time, I ask for volunteers that would like to read their journals out loud to the class. This is a fun sharing time where the other students need to practice their listening skills. Often, they spontaneously start clapping when a classmate has written and shared something really special. As you can see, theres much more to Journal Writing than just setting your students loose with a blank pad of paper. With proper structure and inspiration, children will come to cherish this special writing time as one of their favorite times of the school day. Have fun with it! Edited By: Janelle Cox

A Room-by-Room Guide for Ergonomic Lighting Levels

Ergonomics, as it relates to lighting, is basically having the right amount and location of lighting for what youre doing. In the workplace, it can be making sure computer monitors dont have too much glare on them (to prevent eyestrain) or ensuring that people performing tasks that require precision and fine-detail work have lighting on a path that ensures that there are no shadows cast on what theyre doing. In the home, having ergonomic lighting can mean installing task lighting above kitchen counters or a workbench or making sure that hallways and stairways have enough lighting in them for safety. Making Sense of Measurements Youll find light levels are listed in lumens, which is light output. Light intensity levels may be listed in lux or foot-candles (fc). Lux measurements are roughly  10 times a foot-candle measurement, as a foot-candle is 1 lumen per square foot, and a lux is 1 lumen per square meter. Incandescent light bulbs are measured in watts and may not have the lumen measurement on the packaging; for a frame of reference, a 60-watt bulb produces 800 lumens. Fluorescent lights and LED lights may already be labeled in lumens. Keep in mind that the light is brightest at its source, so sitting far away from a light will not provide you with the lumens listed on the packaging. Dirt on a lamp can cut into the light output as much as 50 percent as well, so it makes a real difference to keep bulbs, glass globes, and shades cleaned. Room Lighting Levels Outdoors on a clear day, lighting is approximately 10,000 lux. By a window inside, the available light is more like  1,000 lux. In the center of a room, it can drop dramatically, even down to 25 to 50 lux, hence the need for both general and task lighting indoors. A broad guide is to have general, or ambient, lighting in a passageway or a room where you dont perform concentrated visual tasks at 100–300 lux. Raise  the level of light for reading to 500–800  lux, and concentrate task lighting on your needed surface at 800 to 1,700 lux. For example, in an adults bedroom, you need lighting to be lower to wind down your body for sleep. In contrast, a childs bedroom may be where he or she studies as well as sleeps, so both ambient and task lighting would be needed. Similarly, in dining rooms, the ability to change the number of lumens through different types of lighting (ambient or over the center of the table) or dimmer switches can make the space more versatile, from an active area during the day to a relaxing space in the evening. In the kitchen, pendant lights above islands and range hoods with lighting over the stove are additional ways to use task lighting. The following is a list of minimum lighting levels for residential spaces. Kitchen General 300 lux Countertop 750 lux Bedroom (adult) General 100300 lux Task 500 lux Bedroom (child) General 500 lux Task 800 lux Bathroom General 300 lux Shave/makeup 300700 lux Living room/den General 300 lux Task 500 lux Family room/home theater General 300 lux Task 500 lux TV viewing 150 lux Laundry/utility General 200 lux Dining room General 200 lux Hall, landing/stairway General 100500 lux Home office General 500 lux Task 800 lux Workshop General 800 lux Task 1,100 lux