International Management Essay Example for Free

International Management Essay Problem Statement Jabwood International is contemplating international expansion into new markets specifically, Saudi Arabia and China to compensate for a decline in revenues. Problem Causes The Middle Eastern situation, specifically the uprising in Syria. The borders between Lebanon and Syria being closed causing the company’s main wood supplier TANITA to expand to other timber companies. Jabwood’s market share and sales volume had a drop of 20 %. Jabwood does not have any business in Saudi Arabia which has the Biggest Market in the Middle East for wood products. Jabwood does not have any business in China which the potential for wood products have increased every year due to the population. The company depends on one major Supplier, which constituted 60 to 70 percent of its revenue source. Managers are under tremendous Pressure to meet sales quotas and avoid any conflict with TANITA because it generates most of Jabwoods revenue. Jabwood has no succession plan incorporated and discussion for it is considered Taboo. Finally managerial positions were only extended to family members only, which shows favoritism to those individuals and no advancement or promotion to other employees. Possible Alternatives Jabwood needs to incorporate a succession plan as well as extend managerial positions to non-family members, doing so will reinvigorate the employees and change their views on the company. Jabwood has two difficult decisions whether to expand to a place they know Saudi- Arabia or to China which they have no Knowledge in. Saudi-Arabia Expansion Jabwood operated in Saudi Arabia before and had established operations with one of the Jabado brothers Adnan During the time they had business in the country. Saudi- Arabia generated half of Jabwood international sales. Jabwoods market share dropped once they withdrew from Saudi-Arabia. Expansion with Saudi- Arabia does have its pros and cons. Pros First year sales are 10% of the target market. Sales growth is estimated at 100 % in two years. There are no restrictions on mobility of funds. Capital can be 100% foreign. Processed wood products are exempted from import taxes. Government Stability is at 61 which means it is not likely for the country to go unstable. Saudi- Arabia is in the Middle East and it also an Islamic country which Jabwood international is familiar with that market. Cons Tariffs on lumber are 12%. 28 million population does not compare to the 13 population in China and the citizens who need homes there. 0% forest areas 1 million CBM to import wood. 82 % of the country are urban areas meaning less places required for wood construction. $686.00 to import per container. Sawn timber is not needed. China Expansion China is a huge market for wood products, Demand for wood is through the roof. The Chinese wood industry has been Prospering since 2010. They have become the biggest producer and exporter of WBP and plywood in the world, they are the second biggest importer of wood products in the world. Pros A new regulation in Shanghai allows the replacement of sloppy rooftops to be replaced with sawn timber, this would be a huge market for Jabwood International. Tariffs on lumber are low. Only 150 million CBM is produced locally. The 13 billion population alone makes the demand at an astounding number for wood. Rural areas are at a higher percentage, meaning more room for building houses. Cost of imports are at a less cost than in Saudi-Arabia. Sawn timber is needed. Cons First years sales are at 2% of the target market. Sales growth estimates are at 0% by the second year. China law does not guarantee re-transfer of capital, annual transfer of dividends, and transfer of capital in cases of termination. No exclusivity to sell TANITA products in China. Establishing a representative office in a foreign country in $60,000. The Chinese wood market is known to have stringent requirements with regard to wood sizes and quality. The Communist laws in China might lead to issues in business practices. Staff must know Chinese regulations and speak Chinese to have an easier time trying to cope with the strict business administrative procedures. Chinese people are afraid that houses made of wood are prone to natural disasters. Decision Jabwood International should make the decision to re-establish its connections in Saudi-Arabia and began working there immediately. Justification Even though the Market in China is more in demand since there are 13 billion people. There are much more cons to expand there than there would be in Saudi-Arabia. Also expanding in China would be very risky, since Jabwood International never did any type of business there before. Jabwood International has experience in Saudi-Arabia and they made about 50% of their sales when they did do business there, which justifies why they should return there. Action Steps Fayez Jabado should conduct a meeting with Imad and Mahmoud Jabado since they are familiar with the Saudi market and begin plans to expand out there as soon as possible. Adnan Jabado should be head leader or in charge of the operations in Saudi-Arabia since he has done so before. It only takes 5 days to start a business in the country so operations can began sooner than expected. Some issues that may arise are the high costs of tariffs and corporate tax rate. The Jabado brothers should divide the tasks among each other so the expansion can go as smoothly as possible.

Case Study on Avon Products Inc

Case Study on Avon Products Inc Should Top Management at AVON explicitly shape and change the culture of its organisation? Should Kroft, Woodbury, Jung or Gold has hopes of Succeeding Perrin, what should they do to develop their competencies and managerial leadership further so that the AVON board would look at them, and conclude that they have been there, and they have done that? Identify the problems and issues at AVON, and suggest ideas how the company could gain the competitive advantage in the global trade. Answer to Question 1: Yes, the AVON top management should explicitly continue to shape and change the culture within the organization. Based on our study, we found some issues faced by AVON Company as the following: AVON Managers are lack of sensitivity and slow response to the external environment change. In example: AVON managers were slow to realize that the influx of women in to corporate America had important consequences for home-based cosmetic sales. Resulted profitability slumped in 1980s. Poor financial performance at AVON has signalled the company for a need to become more responsive to a changing consumer market. Some unnecessary internal activities such like company session tickets for the Knicks and Yankees in the pass has also factored unnecessary cost to company. Those activities were scrapped later. As stated in the case study. Multiculturalism is the main challenge to the company as vital element in meeting customer demand and gaining competitive advantage. Those issues had badly contributed to AVON corporate culture and created impact for company performance in the pass. Definition of Corporate culture: So what is the definition of Corporate Culture? The definitions for corporate culture are numerous and are being refined and added to every day. The general academic view is that it is the shared, beliefs, assumptions, values, rules and norms the members of a collective such as a corporation or department hold. While this is perfectly acceptable we prefer to take the view expressed by Marvin Bower of McKinsey who said corporate culture is the way we do things around here. There are more sophisticated and certainly convoluted definitions for corporate culture but it is succinct and provides a good starting point for those who are new to corporate culture. Source: Corporate Culture, nd. Dudley Consulting, Inc. [Online] Available at: [Accessed 30 September 2010] Its difficult to change AVONs culture, the way we do things around here does not practice a positive corporate culture this is due to wrong believes, value and rules applied to the company culture. They dont lead by good examples and good leadership. But AVON has done it and turns those wrong doing to a positive culture started 1990s, as following: AVON start creates leadership campaigns such as sending middle managers for leadership development training. The entire management team participated in awareness training by leading diversity consultants. Management launch multicultural planning research project to evaluated company policies and practices regarding promotion. Indentify potential barriers to the advancement of women and minorities. Set up a task force across corporate head quarters multiple profit centres with more than 100 employees. Company has developed goals. To continue built a positive corporate culture, AVON shall consider below suggestions which is not practice from above example that AVON have done : Stories. A group packages up its culture into stories which are frequently told and re-told, and which typify the values of the group eg the time we all stayed late on Xmas Eve to get the last orders finished and then has an impromptu party at the local. Heroes. Individuals who typify to an extreme the values of the group. Symbols. These may be staff mottoes, the corporate mission statement or anything that symbolises the core values. Rites. These are specific occasions, such as the annual office party, when the core values are publicly displayed. Formal award ceremonies are another example. These are especially important for enculturing new staff. Rituals. This means a standard pattern of behaviour at a specific occasion, such as the office party if things are always done in a particular pattern. Courses. Attending in-house courses is an important way of team-building and communicating the core values. Cultural Networks. This means the informal contacts between employees where they reinforce core values, especially by passing them from older to younger group members. Source: organisation building a positive corporate culture, nd. tutor2u. [Online] Available at: [Accessed 30 September 2010] With above ideas to shape the company culture, AVON is likely achieve the following advantages of Strong Corporate Culture A common interpretation of the Instruction, so work is done to a similar standard and in a similar manner. Increase employee loyalty, and avoid expenses of employee turnover. Increase productivity of the company. Increase the Management control. Answer to Question 2: Before we jump to the point for discussing who shall be taking over AVON dealership there are something more vital to discuss first. Definition of Leadership : Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982) A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Source: Leadership, Susan Ward, About.com Guide. [Online] Available at: [Accessed 30 September 2010] Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982) Leadership is simply showed by good example, lead people to right things and do things right. A good leadership can groom another good leader. However, AVON does not groom any successful leader by any mentor. It caused AVON suffered many years. Until the company decided to source another leader who is experienced as chief executive in another global company. It had shown that company direction is to hire another guru to be the mentor and lead existing executive which hope to groom them in future. Definition of competencies: A competency is a skill, ability, or knowledge set that can be taught or developed. All competencies have indicators that allow them to be observed and measured. A leadership competency model is a group of competencies linked to leadership excellence in a specific organization. A leadership competency model supports the organizations vision and strategy by providing a framework by which the organization can select, develop, and evaluate leaders. Source: Joaquin Roca, 2009. What Is a Leadership Competency and How Do I Create a Competency Model? [Online] Place: USA/ Human resources and labour relations community. Available at: [Accessed 30 September 2010] A successful company should have a good leader with good leadership and competencies. In AVON, one of the main issues that that are facing is most of them are not processing comprehensive leadership and appropriate core competencies. A core competency is fundamental knowledge, ability, or expertise in a specific subject area or skill set. Source: Rafael Gutierrez, 2003. Core Competency. [Online] Available at: [Accessed 30 September 2010] Base on the AVON case study, should Susan Kropf to be the next leader of AVON, she not only needs to process a good operation and global marketing core competency skill which she already has. But also develop the following core competencies: Financial and Administrative skill which Edwina Woodbury has. To able to sustain company financial health growth. Crisis management and cost cutting skill from Christina Gold. Answer to Question 3: The main issue of AVON is due the lack of competitive advantage in global trade. Should AVON, like to gain a better business position, they should focus on building up the Completive Advantage in the globalisation era. Definition of Global Trade: Also refer to Globalisation. As economies become more connected to other economies, they have increased opportunity but also increased competition. Source: globalization, nd. Investorwords. [online] Available at: [Accessed 30 September 2010] Globalisation describes a process by which regional economies, societies, and cultures have become integrated through a global network of communication, transportation, and trade. The term is sometimes used to refer specifically to economic globalization: the integration of national economies into the international economy through trade, foreign direct investment, capital flows, migration, and the spread of technology. Source: Bhagwati, Jagdish (2004). In Defense of Globalization. Oxford, New York: Oxford University Press. Definition of Competitive Advantage: The Competitive Advantage is the ability gained through attributes and resources to perform at a higher level than others in the same industry or market (Christensen and Fahey 1984, Kay 1994, Porter 1980 cited by Chacarbaghi and Lynch 1999, p. 45) In VAON, they do not gain a Cost Advantage simply because their internal cost is high, unnecessary expenses such like New York City Ballet and the New York Philharmonic session ticket. They also not leverage the advantage of internet technology and still relay on Door-to-Door selling approach. They also do not seem to have differentiation advantage within the company. AVON should consider taking below steps to gain Competitive Advantage in the Global Trade: Cost leadership Is there any way to make cost advantage among all the competitors in this borderless era? They can move the production line move to a country to provide lower cost of production. Or leverage Technology advantage such like internet to cut the advertisement cost or agent cost? Like Dell has been very successful on its direct model to outreach consumers using the internet order system. Differentiation How to make AVON product unique from other product? AVON can consider using product development strategy to improve product packaging to maintain the market awareness. Focus AVON should avoid participate in all product range. And focus on niche product that they are good with. And become the leader of that particular area/product.

Literature Review On Flexible Work Practices

Literature Review On Flexible Work Practices This literature review will attempt to appraise and analyse previous works conducted in the field of flexible work practices and work-life balance and its impact on employees. Theories such as Atkinsons flexible firm model (1984), Handys Shamrock organisation concept (1985), psychological contract and Border theory will be used to support this writing. Flexible Work Practices The origin of flexible work practices can be traced back to the 1970s when organizations in Europe experienced challenges as a result of globalization, growth of the product market, advanced technology, and a demand for reduction in the cost of labor (Sarantinos 2007). In response to this, the policy makers recommended two different ways (the low road and the high road) of managing the situation (EPOC, 1999). The`low-road` involves price competition, reduction in earnings and other benefits that were designed for the employees. In contrast, the `high road` includes technical innovation, quality endorsement and the development of the work force. Due to the social orientation of the regulatory authorities and the large number of organizations, the high road was considered to be more appropriate. Employees were however expected to cope with these developments, and this can be regarded as the starting point or the foundation of flexibility for both the employer and the employees (EPOC, 1 999). According to Rose (2008) flexibility is mostly analyzed from the perspective of revolution within the structure of employment relationship and it aids in conforming rapidly to changes in the world of technology and market opportunity. Piore (1998 cited in Rose 2008) argues that flexibility enables the workforce to be multi-skilled and it also promotes a cordial relationship between workers and management towards achieving the organizational goals and objectives. In addition, Dyer (1998) states that the ability to increase workers competencies and involvement will lead to a reduction in the level of absenteeism and increase employee satisfaction as well as the organizational productivity. Furthermore, Armstrong (2006) maintains that flexibility helps in preserving a sense of balance between work and other activities outside work. In a research conducted on Human Resource specialists from 585 organisations in United Kingdom, CIPD (2005) found a rise in the number of employees making us e of flexible contract of employment. However, Pollert (1991 cited in Creagh and Brewster 1998) suggest that drawbacks such as reduced training and development, high job insecurity and low wage should be considered while adopting these practices. It can be argued that there is no widely acceptable definition of the term flexibility in spite of its possible benefits. According to Blyton and Morris (1992: 2), flexibility is defined as the adaptability or responsiveness to pressure and it is generally represented as the opposite of rigidity. Similarly, Bucki and Pesqueux (2000) describe flexibility as the ability to vary according to needs thereby reflecting the ability to stay operational in changing conditions. Furthermore, Benner (2002: 14) states that flexibility refers to the ability to change or react to changes with little penalty in time effort, cost or performance. In addition, (Smith 1989: 203 cited in Legge 2005: 178) defined flexibility as labour market and labour process restructuring to increased versatility in design and greater adaptability of new technology in production. Again, Pilbeam and Corbridge (2006: 104) posit that flexibility is the ability of an organisation to adapt the size, composition, responsivene ss and cost of the people inputs required to achieve organizational objectives. From the above definitions, it is important to note that flexibility is influenced by changes in the economic situation, increased competition, labour market volatility and changes in the world of technology. Wilson et al (2008) explains that different meaning could be ascribed to the term flexibility. According to the author, flexibility can be identified with high commitment work practices and it includes career development, team work, and multi skilling. Presumably, these practices should increase employee satisfaction and motivation and ultimately an increase in the firms competitive advantage. On the contrary, some organizations adopt flexible practices which involve the use of low-priced casual workers for the purpose of meeting changes in customers demand and generating performance benefit. EEF (2009) also maintains that the word flexibility can be analysed from two perspectives. For the employees, flexibility is often used to depict the right to demand for work practices such as home-working, term-time working, part-time working, flexitime and job sharing, annual or compressed hours. Thus, flexibility helps in creating a wide range of motivating jobs and a better working condition for the employees (Dyer 1998). From the employers point of view, flexibility is often used as an abbreviation of the flexible labour markets. It enables the employer to regulate the way work is done in order to meet up with changes in demand (EEF 2009). Thus, flexibility ensures that the organisation remains globally competitive. According to (Bouchikhi and Kimberly cited in Mullins 2007), one of the major challenges that organisations encounter within the flexible labour market is an understanding of individuals wants; and the need to support employee-driven flexibility. Furthermore, Pilbeam and Corbridge (2006) analyzed the term flexibility from two contexts. The first is from the employers viewpoint and it is concerned with the managements pursuit of workers flexibility in order to increase profitability and maximize efficiency. The second aspect is seen from an employees perspective and it is generally addressed by means of rearranging or restructuring of the patterns of work. The study of flexibility from the employees perspective remains the focus of this write-up as it involves the endorsement of flexible working practices to improve work-life balance. Several writers such as (Blyton and Morris 1992; Atkinson 1984; Bramham 1994; Sparrow and Marchington 1998 cited Pilbeam and Corbridge 2006, Lewis et al 2003; Torrington et al 2008; Armstrong 2006; Legge 2005; Dyer 1998) have attempted to identify the different types of flexibility which exists in the workplace. They include functional, numerical, financial geographical, temporal, skills and structural flexibility. Functional flexibility affords management the ability to quickly re-assign workers between different tasks based on jobs requirements (Sisson and Storey 2003). Furthermore, Dyer (1998) maintains that such movement enhances on-the-job training and it also increases employees satisfaction and productivity. Functional flexibility is associated with the core workforce within the Atkinson model (Lewis et al 2003). Atkinson argues that the core workforce is expected to apply their skills across a wide range of tasks in order to contribute significantly to the achievement of organisational success (Marchington and Wilkinson 2008). According to Torrington et al (2008), the rationale behind functional flexibility is to enable employees acquire the skills needed to embark on different assignments, thus ensuring versatility within the work place. However, Legge (2005) argues that functional flexibility is about work amplification and managements ability to exert control over the work force. Nev ertheless, functional flexibility increases employees competencies and ensures a quick response to demand (Mabey et al 1998). Numerical flexibility is the firms ability to increase and reduce the number of work force in response to fluctuations in the demand for product or services (Armstrong 2006). Price (2006) maintains that there is difficulty in achieving this form of flexibility with the core workforce; and Blyton and Morris (1991) conclude that numerical flexibility can be achieved through the use of the peripheral employees within the Atkinsons model. Working practices which incorporates elements of numerical flexibility includes part-time employment, self employment, short-term contracts, job sharing, homework, and agency temps. (Dyer 1998). According to Sparrow and Marchington (1998), numerical flexibility increases employees empowerment because if gives an opportunity for individuals to define their own job. Legge (2005: 178) however argues that one of the reasons why organizations adopt numerical flexibility is to suppress the permanency of employment relationship; thereby making employee redunda ncy an acceptable practice within the employment relationship. (Conclude with statistics) Financial flexibility is the ability of an organization to regulate employment overheads by allocating labour costs to substantiate the supply of and demand for labour so as to increase profitability. It includes payment in relation to performance and the use of local market rates in establishing the cost of labour. To be applied, it requires the utilisation of temporal flexibility as well as the application of non- consolidated bonus pay and non- pensionable payment to steer clear of any expense that encourages a rise in cost (Pilbeam and Corbridge 2006). In addition, financial flexibility supports the implementation of functional and numerical flexibility (Dyer 1998). Temporal flexibility has to do with the arrangement of working hours so as to meet up with production demands. Its aim is to maximise productive time and minimise unproductive time. However, Muller-Camen (2008) argues that the aim of temporal flexibility is to reduce the payment of overtime premium, even though it helps in coping with high customer demand. Geographical flexibility involves the ability of organisation to engage the employee in distant working and it is achieved through better use of technology. To be applied, the employee requires access to organisations facilities from home usually for specific occasion or as situation demands. Arguably, geographical flexibility ensures job security and it enhances efficiency in the execution of work (Stredwick 2000). Forms of flexibility are flexible time, part-time working, overtime, job rotation, shifting, compressed hour, annualised hour, term time Two influential frameworks that address flexibility at the organisational level include Atkinsons (1984) flexible firm model and Handy (1985) shamrock organisation. The flexible firm model was developed by Atkinson in 1984 and it is useful in evaluating the general concept of flexibility (Stredwick 2000). The model contains all the various forms of flexibility discussed above and it also recognises some of the consequences of the flexible work force. Atkinsons (1984) flexible firm Atkinson reinforces an optimist view to flexibility, he argues that economic recession and technological changes have encouraged employers to make their firm more flexible thereby increasing productivity (Rose 2008). Atkinson believes that flexibility addresses the rigidities associated with the rules of employment established under scientific organisation designs where management control over workers was used to increase productivity (Dyer 1998). Atkinsons flexible firm model provides a framework based on breaking internal hierarchical labour markets by creating a core and a periphery workforce; and the author further argues that the flexible firm has a variety of ways of meeting the need of human resources (Torrington et al 2008). The core work force is made up of highly skilled workers (such as management, technical staff and other professionals) who are considered critical to organisational success by their ability to sustain the organisations competitive advantage (Pilbeam and Corbridge 2006). They are highly regarded by the employer, well paid and they are involved in the firms decision making (Torrington et al 2008). In addition, they tend to have development and career opportunities in order to secure their long-term commitment to the organisations. In return, these employees are expected to be functionally flexible by applying their skills across a wide range of tasks in order to contribute significantly to the achievement of organisational success (Marchington and Wilkinson 2008). Whittington (1991 cited in Dyer 1998) however challenge the benefits associated with the core workforce and argues that improved working conditions and better pay is achieved through work intensification. In addition, Ursell (1991 cited in Dyer 1998) maintain that the scope of decision making associated with the core workforce is likely to be very limited and found that budgets, performance appraisals and selection techniques are being used to both monitor and control the extent of autonomy given to the core work force. The peripheral workforce is characterised by low wages, low job security with little or no autonomy in their work Dyer (1998) and are subdivided into several segments. The first group is known as the first peripheral. Employees in this group are drawn from the secondary labour market and they have skills and knowledge profile which is general rather than specific to the core business of the organisation (Pilbeam and Corbridge 2006). They are employed on contracts with some degree of permanence. They are important but not critical to organisation success as their skills and knowledge will normally be readily available in external labour market. Consequently, they cannot expect similar degrees of security as their colleagues from the core even if they display some functional flexibility (Marchington and Wilkinson 2008). Instead of having a career, these group of employees only have job (Pilbeam and Corbridge 2006). They can be regarded as labour on call providing a buffer stock of reso urces enabling the organisation to expand and contract organically Rose (2008); hence they are seen as numerically flexible. Marchington and Wilkinson (2008) however argue against categorising all workers in this group as peripherals because some part time workers are critical to the success of the business given their close contact with customers and their contribution to business goals. Examples include administrative, secretarial, sales, production and supervisory staff. The second peripheral group comprises individuals who find it hard to break into internal labour market and whose employment experiences tend to be precarious, with little realistic prospect of employment security (Marchington and Wilkinson 2008). They consist of beck and call workers (such as caterers, cleaners or assembly workers) characterized by casual, zero hours or core hours contract of employment (Pilbeam and Corbridge 2006). They have a limited contract of employment (either short term or part time) and they enjoy even less security (Torrington et al 2008). In addition, they have relatively restricted reward package and they can easily be replaced. They provide dynamic forms of numerical and financial flexibility and they can be said to have work rather than jobs or career. Examples include cleaners, drivers, caterers etc. Beyond the peripheral group are those individuals who are clearly external to the host organisation but employed by another employer or in self employment (Marchington and Wilkinson 2008). This group also includes labour provided through contracts for services and the sub-contracting of work to other organisations. Workers supplied through agencies also fit into this category (Pilbeam and Corbridge 2006). In contrast to the first and second peripheral, this group also include elite portfolio workers who possess skills for which there is high demand. They provide work on a paid for result or consultancy basis, and where the correspondingly high rewards compensate for any lack of employment security or regularity (Pilbeam and Corbridge 2006). Examples include information technology providers, teachers and lecturers, interim managers or even chief executives. Critiques of the flexible firm model The flexible firm model has been criticised as not been backed up by facts Muller-Camen (2008); and (Legge 2005; Torrington 2008) highlights the vagueness in the model as to whether the model is a description of trends or a prescription of the future. Sarantinos (2007) however claims that the model maintains clarity in classifying the different kind of flexibility and it highlights the methods which organisation are adopting in order to achieve a flexible model. Nonetheless, Dyer (1998) maintains that the notion that organizations have pursued flexibility by introducing core and periphery labor management strategies has been disputed. According to the author, rather than flexibility representing a fundamental shift in the way work is organized, it is more about intensifying the control of capital over labor by using new management techniques. In a research conducted on a group of scientists, Whittington (1991) found that market pressure had forced the research staff (who theoreticall y fall into the core category) to work harder and to respond rapidly to shifting client needs. Subsequently, (Ursell 1991; Smith 1991) argues that although the flexible firm model may use different tactics, the goal of flexible firms is the same as that of management under the Fordist model that of achieving management control over committed workers and utilizing the knowledge of the employee in the pursuit of profit. In addition, the status of the periphery workforce as opposed to the core is also challenged. According to Lewis et al (2003), the flexible firm analyses have a tendency to trigger different feelings among the employees especially the classification of employees into core and peripherals. Furthermore, (Geary 1992 cited in Pilbeam and Corbridge 2006) argues that the division of employee into peripherals perpetuates inequality and contradicts the main maxim of human resource management which is to value and develop employees as the organisations major asset. Similarly, Torrington et al (2008) maintains that this division is incompatible with the best practice approaches to HRM which seek to increase peoples management and development in order to achieve the goals of the organisation. Besides, Torrington et al (2008) also argues that this could lead to a negative effect on employees psychological contract, which according to Lewis et al (2003) is a tool used in analysing the employment relationship that exists between the employer and the employee. HANDY SHAMROCK PSYCHOLOGICAL CONTRACT There have been major changes in the economy (as discussed above) over the last few decades leaving employees with different requirements from work. In addition, employees level of education has greatly improved with an increased knowledge of their preferences, and the ideas they develop exceeds that of the former generation (Stredwick and Ellis 2002). This changes have resulted into a transition from traditional contracts (where the employee perceives that the employer guarantees a job for life in response to their allegiance), to contracts where employees loyalty is dependent on a rise in earnings and increased training (Smithson and Lewis 2003). Such changes have been summarised as a move from relational contracts, depending upon reciprocal trust and commitment, to the one that is transactional, based upon negotiation and short term economic exchange (Herriot and Pemberton 1995 cited in Lewis et al 2003). Arguably, these changes affect employees attitudes and behaviour; and the psychological contract is considered to be a relevant tool in understanding and managing these changes (Conway and Briner 2005). This is because the psychological contract evaluates the individual aspect of employment relationship and this appears to be associated with flexibility advancement (Guest 2004). In addition, psychological contract presents a peculiar insight into the effect of flexible work practices (Guest 2004). It is a concept which has the capacity to explain the transformation that people goes through in the employment relationship (Arnold 1996). The term psychological contract was first used by Argyris in 1960 to explain the relationship which exists between a group of employees and their foreman (Coyle-Sharpiro 2000); though Conway and Briner (2005) argue that Argyris work was not subjected to theoretical analysis. According to Guest (2006), the psychological contract is the perception of both parties to the employment relationship, organization and individual of the reciprocal promises and obligations implied in that relationship. Another definition that focuses more on the employee is by Rousseau (1995). The author defined psychological contract as an individuals beliefs shaped by the organisation, regarding the terms of an exchange agreement between individuals and their organisation. Guest (1998) however argues that Rousseaus definition of the psychological contract is defective because it focuses on employee alone and he stresses the fact that the contract is the perception of both parties to employment relationship. C IPD (2003) further explains that the psychological contract is unlike the formal contract of employment and it is largely unwritten. It focuses on each partys perception of the employment relationship, it involves sincerity, reciprocated trust, and a duty of care; and it is more effective compared to the written contract in affecting employees behaviour (Stredwick and Ellis 2003). Coyle-Shapiro (2000) argues that the content of the psychological contract is influenced by employees view of the employment relationship. A positive psychological contract is directly related to job fulfilment and commitment which ultimately will result in an increase on performance. Similarly, a reduction on performance is likely to occur when the psychological contract is negative. With the introduction of flexible work practices, some employees (especially the peripherals) might assume that the organization has failed in developing their potentials thus reneging on its obligations. In an investigation conducted on some workers in a Swedish hospital, and result shows that individuals on flexible employment demonstrated higher levels of jobs insecurity and reduced organisational commitment (Sverke et al 2000). Arguably workers on flexible contracts are mostly associated with low benefits and they enjoy less opportunity towards training and development (Atkinson 1984). Consequently, they experience job dissatisfaction, mental discomfort and a negative life outside of work Guest (2004); leading to a reduction in loyalty and poor performance regarding organizations objectives. This is known as the violation or breach of the psychological contract (Rousseau 1995). (Morrinson and Robinson 1997 cited in Conway and Briner 2005) however argue that there is a distinction between breach and violation of the psychological contract. Subsequently, Kramer (2006) refers to a breach of the psychological contract as the perception held by someone in a relationship that another person in the relationship has failed to perform the promised obligations; and violation is referred to as the intense emotional reactions that comes with breaches (Morrinson and Robinson 1997 cited in Conway and Briner 2005). According to Conway and Briner (2005), the main way of understanding how the psychological contract affects employees reaction is when breach occurs. Employees who perceive breaches in the psychological contract think about their relationship with the organisation from a negative point of view, and demonstrate increase intention to quit the organisation (Robinson and Rousseau 1994). Similarly, Cortvriend (2004) found that violation is positively related to employee de-motivation, negative attitudes towards the job and withdrawal from the organisation. Furthermore, (Robinson and Morrison 1995 cited in Arnold 1996) found that employees who perceive a violation in their psychological contract usually report negative organizational citizenship behaviour (OCB). OCB is defined as a readiness to contribute beyond literal contractual obligations (Organ 1988: 22 cited in Coyle-Shapiro). Based on the above discussion, flexibility is directly related to perception of job insecurity and a breach of employees psychological contract; as a result, flexibility is portrayed as an unconstructive theory. Guest (2004) however stresses that this should not be used as a global conclusion. Consequently, Marler et al (2002) emphasis the fact that different employees consent to flexible employment for different reasons; hence they should not be treated the same way. Furthermore, Guest (2004) attempted to differentiate between workers on the margin of employment and knowledge worker whose contract of employment is by choice. Workers on the margin of employment are those whose competencies are low and those with poor bargaining power thus they experience unfavourable treatment from employers. As a result, they suffer increase job insecurity and reduced opportunity for training and development. On the other hand, knowledge workers are those who incline towards flexibility and whose em ployment contract is by choice (Capelli 1991). They consist of temporary workers, part-time or even self employed. These workers embrace flexible work practices and they have the capacity to move between employments as they desire. In contrast to general assumptions, workers who choose flexible contract enjoy higher job satisfaction and they suffer no insecurity in their employment. In a general research conducted by the IPD into the present disposition of the psychological contract, findings revealed that the psychological contract was in an improved condition than expected (Stredwick and Ellis 2003). 81% of participants affirmed that their employers were fair in dealing with them, and 72% believed that their organisation will honour its undertakings and obligations (Stredwick and Ellis 2003). Guest and Conway (1999) however attempted to assess the state of psychological contracts of core employees with the peripherals and found that a better state of psychological contract was reported by the peripherals. However, Dyer (1998) argues that the reason for this is because the peripheral workers exhibit more of transactional relationship and they tend to respond more quickly to changes in the composition of the psychological contract with changes in their pay. This argument can be supported by a survey conducted in the American aerospace industry with a sample of 1 99 employees on permanent contract and 24 employees on flexible contract (Pearce and Randel 1998). Pay differentials exists within the work place with employees on flexible contract earning more than those on permanent contract. Results show little or no difference in perceived job security, performance and job satisfaction between temporary and permanent workers. In a survey carried out for the UK Department of Education and Employment on 607 workers who enjoy flexible work practices (Tremlett and Collins 1999), 68% mentioned choice of work, reduction in workload and an improved work-life balance as some advantages of flexibility. Conversely, 79% mentioned the negative aspects of flexibility as job insecurity, difficulty in working as a team, reduced benefits and treatment lower than that of permanent workers. However, (Pearce and Randell 1998) argues that the perceived effect of flexible work practice can best be determined by employees career preference; that is, whether the choice of flexible contract was intentional or not. In the UK survey reported by Tremlett and Collins (1999), 147 out of 607 did not want a permanent job. As the main reason for this, they cited not wanting the commitment that goes with permanent employment (21%), the loss of freedom to choose the work they wanted to do (19%), being too old (18%) and general lack of int erest in permanent employment (18%). WORK-LIFE BALANCE Work-life balance initiative was developed as a result of changes within the work force involving an increase in the number of women, ageing population (author); and increased understanding of the importance of employees management to organisational success (Maxwell 2005). The rapid growth of this practice was supported by government legislation which introduced the right to request flexible working also known as family friendly policy (CIPD 2010). This right was initially available for parents with children below six years of age or with disabled children below the age of eighteen years. However, there is an ongoing consideration to extend the right to parents with children under the age of sixteen years (Pitt 2009). The aim of this policy is to ensure that skills and experience needed to sustain the economy is readily available by allowing parents (especially mothers) balance work with other family responsibilities. However (Lea 2001 cited in Torrington et al 2008) argues that this policy could prevent women with family responsibilities from being hired thereby hindering womens employment prospect. Nevertheless, Manfredi and Holliday (2004) maintain that the practice impacts positively on womens career path. Another reason for the growth of family friendly policy is an increase in the number of aged people. According to Manfredi and Holliday (2004), the population is ageing thereby leading to a rise in caring responsibilities for elderly parents in addition to child care responsibilities. This however, led to carers of some specified group of adults becoming eligible for this right from April 2007. As a result of growing recognition of employees in sustaining competitive advantage, this right was further developed into work-life balance policies to include employees without family responsibilities and who desire to benefit from flexible work practices for personal reasons (Fleetwood 2007). This arguably will reduce the risk of alienation and ensure that all employees are seen as business investments and valuable assets (Maxwell 2005). According to Work foundation (2003b) work-life balance is defined as the ability of employees to achieve a satisfactory equilibrium between work and non work activities such as caring responsibilities and some other interests. Similarly, employers for work-life balance also defined WLB as about people having a measure of control over when, where and how they work leading them to enjoy an optimal quality of life. Furthermore, DTI (2005) defined work-life balance as being about adjusting working patterns regardless of age, race or gender, so everyone can find a rhythm to help them combine work with other responsibilities or aspiration. In addition, Heckerson and Laser (2006: 27) define work-life balance as a state whereby the needs and requirements of work are weighed together to create an equitable share of time that allows for work to be completed and a professionals private life to get attention. The concept of work-life balance is based on employees capability to synchronize respon sibilities at work and other interests outside work without causing conflict. According to IDS (2008a), work-life balance involves the availability of flexible work practices developed to enable employees participate in activities outside work in addition to fulfilling their job responsibilities; thus it is designed to promote flexibility (Maxwell 2005). Fleetwood (2007) argue that there is an inextricable link between the practices associated with work-life balance and that of flexible working. The author however stresses the differences between employee flexibility (employer unfriendly) and employer flexibility (employee unfriendly); and further states that employer and employees flexibility should not be used interchangeably because the former constrains work-life balance, while the latter enhances work-life balance. Work-life balance practices that make up employee flexibility are working time arrangements (such as home working, part tim

Stephen King :: essays research papers

The relief Stephen King's Constant Readers feel at seeing the first full-length novel from the horrormeister since his accident most likely overshadows the weaknesses they might find in an effort that, while not King's best, is neither his worst. Set partially in the Derry, Maine, of It and Insomnia, and with shades of Tommyknockers in its subject matter, Dreamcatcher hearkens back to It and that novel's theme of the lifelong endurance of childhood friendships -- especially when something unspeakable bound those long-ago children to one another. Four men meet for their annual deer hunting party deep in the Maine woods in a cabin full of happy memories. Though they've inevitably grown apart, their childhood ties are still strong. In the cabin's great room hangs a Native American dreamcatcher, strings woven about sticks said to have the power to protect slumbering humans from night terrors. This year, though, that hanging talisman will prove scant protection against an unearthly horror that will require sacrifices of the highest order from the knot of friends. The animals are fleeing the surrounding forest, for they sense the unwelcome visitors whose precursors were the spate of recent strange lights in the New England sky. For Pete, Beaver, Henry and Jonesy, the nightmare begins when a disoriented hunter named McCarthy stumbles into their camp. The situation quickly degenerates. McCarthy unwittingly plays host to a deadly parasitic creature and brings a rapidly multiplying fungal growth into the midst of the group. While the childhood friends battle an inexplicable and implacable enemy, a government covert operations team seals off the area. Their plan: to destroy all evidence of a threatening alien invasion like nothing the pulp sci-fi purveyors has prepared the world for. Led by a man who is quite possibly insane, the black ops unit will stop at nothing to contain the menace -- including the slaughter of the bewildered hunters they've herded from the surrounding forest. Even so, the government's answer is insufficient to the problem. The combined will of the four men, and their reunion with the dying boy-man whose uniqueness bound them all together so wondrously those years ago, is the only hope against the unrelenting usurper from the heavens. The very best part of Dreamcatcher is undoubtedly the magic of the boys' relationship in the flashbacks to an earlier Derry. The easy way their small circle assimilates a specially-gifted Down's Syndrome child breaks your heart with its glimpse of humanity's potential actualized.

Decline in Black Admissions to Universities :: essays research papers

If you are a student at an HBCU, looking around your classroom or on the yard hoping to see a familiar brown face is probably never an issue, but for students at colleges and universities where African American enrollment is now steadily declining, it is definitely a concern. Larissa Lincoln, a senior sociology major at the University of Washington knows what it is like to feel alienated or alone on campus. â€Å"Sometimes when I’m in a lecture there will be 200 people and I can count about six or seven black students. Its very noticeable walking around that there is not enough blacks being admitted to college.† After the 2003 Supreme Court decision that required schools like the University of Michigan to change their admittance procedure and evaluate students not based on their minority status, but individually, Michigan is now reporting the smallest class of African American freshmen in 15 years. Many state universities in California, Georgia and much of the Midwest have also noticed a significant decline when it comes to admitting blacks. Enrollment for freshmen at the University of Georgia was down by 26 percent, 29 percent for Ohio State and 32 percent at the University of Illinois’ Urbana-Champaign. While there is no single explanation for the low numbers, a few factors should be taken into consideration. According to Jason S. Mironov, President of the University of Michigan’s student body, the process for getting accepted to Michigan has become more challenging. â€Å"The application became significantly harder. Unless you were absolutely sure you wanted to go to Michigan, many students were reluctant to spend a great deal of time with the application.† Rising tuition costs also play a role in discouraging lower-income students from applying and out-of-state fee’s for many schools seem almost unattainable for many students. Affirmative action laws also have their place in the decline of black students, many students feel that if it weren’t for affirmative action or other guidelines set to help minorities, then they would not consider applying to more prestigious schools.

Damien Cave Summary

COMM200-U406/02/13 Nicole Prince The article â€Å"On Sale at Old Navy: Cool Clothes for Identical Zombies! † written by Damien Cave explains how as a society we are swayed by the flash of big corporations and in turn are loosing what real culture we have left. Damien Cave starts the article off with a scenario showing a man named â€Å"Thomas Frank†. As Frank walks by a heavily decorated Old Navy he shows his disgust saying †Oh God, this is disgusting†. Thomas Frank is a pioneering social critic, writing articles on how businesses adopted â€Å"cool anti-corporate culture†.As the article progresses we find that these businesses offer nothing more than poor quality merchandise at a low price, and the consumer is lured in by the promise of quality for less. Stores such as Old Navy and Ikea use marketing tricks to keep it's customer coming back for more. Ikea sets it's store up like a maze where the exit is placed only at the registers, the room models persuade the consumer they need everything they see. Old Navy hands out extra large shopping bags as a gesture of good customer service but can influence over spending.Damien Cave brings these issues up so that we the reader are aware of such trickery used by certain chain businesses. Society is so accustomed to these marketing schemes we don't realize we are replicating each others homes but in different variations; we can all buy the same sofa and not notice. We are lead to believe that we can find happiness in our belongings but that is far from the truth. This merchandise is poor in quality and can cause us to spend more in the end on replacements and repairs. These companies are scamming the general public into believing they are getting a deal and in return we are getting cookie cutter home decor.

Communication Modes

Communication There are other types of communication that are beyond the four basic types: face-to-face communication, spoken communications that is transmitted electronically, personally addressed written communication, and impersonal written communication. There is also visual communication. Visual communication is visual display of information, like maps, photos, signs, symbols and designs. Television and video clips are the electronic form of visual communication.An employee that has performed in an outstanding, above-the-call manner would be given a face to face meeting, which may include a company-wide email or a public presentation to show appreciation. Face to face communication will project the sincerity and honesty of the employee’s hard work. They will be able to visualize the verbal and non-verbal cues of the manager. The public presentation of appreciation would also show other employees how hard work is rewarded in the workplace, and be a motivator for high produ ction; including a more cohesive feeling of teamwork throughout the company.The use of a company-wide email would allow other employees to see that hard work can be rewarded by public recognition. In order to capture the attention of the employees receiving the email the salutation of â€Å"Dear Company XYZ Team Member,† to give it a more personal and endearing feel. The most effective method to communicate a new policy on the use of cell phones would be impersonal written communication. The down-side of using this type of communication is that since it is not personally addressed to the receiver they may not read the email.If the employee does not read the email and is in violation of the new cell phone policy; it is ultimately the employees’ responsibility to stay current on new policies and procedures instituted within the company. In the event that an employee is found violating the new policy a face-to-face meeting would occur. This would include at the least a ve rbal reprimand or according to company policies the level of reprimand that is required. An employee that is repeatedly late for work always requires a face-to-face eeting. There is no other form of communication that is effective in this situation. The employee must be able to see the verbal and non-verbal cues of the manager conveying the seriousness of the employee’s employment. The manager should find out what is the root cause of the employee’s non-compliance with the attendance policy. The employee could be having timing issues with a babysitter; the employee could be oversleeping due to a second job, or not leaving home in time to allow for potential traffic issues.The manager would be required to reprimand the employee according to company policy, which could be an oral warning up to and including termination, depending on the magnitude of the attendance policy violation. An employee that has a child that has been injured should always communicate face-to-face. The manager should go to the employee’s workspace and ask him/her to come with them to their office or other private space.This cannot be communicated over the phone; even if the manager is off-site they should call and appoint another member of the management team to convey the message to this employee. References Batson, T. R. , & Neff, B. J. (2007). Business ethics: Sunday ethics — Monday world. Marion, Ind. : Triangle Publishing. R, A. (n. d. ). Four Types of Communication. Buzzle. Retrieved October 28, 2012, from http://www. buzzle. com/articles/four-types-of-communication. html