Laws of Life

People are afraid of death but I think life it’s self is so much scarier because you do not know what life will bring you and sometimes it will not be easy. You see I am not really sure what I want to do with my life and it scares me. It scares me that I might mess up my whole life because I do not know what I want to do but I do know one thing I want to do in my life. The only thing I do know is that I want to be a great person. Loyal, kind, and adventurous, that’s what I want to be and know for when I am gone. Loyalty gives you something to stand for, something to fight for. Being loyal is sticking with your words and promises. I try my best to be loyal, when my friends tell me secrets I keep them, when something happens in the family that other people should not know I do not tell them. Also, being loyal shows that you care about something and you want to keep its trust. Not telling someone’s secrets is not the only way to be loyal; you can be loyal to your country by supporting it. The most important way to be loyal is to be loyal to god by showing that you are very grateful for what he has given you. â€Å"Treat everyone with politeness, even those who are rude to you – not because they are nice, but because you are† This saying showed me that just because people are mean to you does not mean you should be mean back. Being kind shows that you have generosity and courage. Generosity is by spending time, money, or labor, for others, without being rewarded in return, but you do get rewarded with the feeling of happiness that you did something for the ones in need. Courage is when your go out on the limb for someone else and their might be risks. For example, your friends are being mean and calling a kid names and you stick up for them; even with the risk of losing your friends because you know you’re doing the right thing. Which makes being kind is a great quality to have. There are so many doors to be opened, and I'm not afraid to look behind them. † This saying showed me that I want to be someone who embraces life; who wants to be on a long journey but has no particular plan or destination in mind. An adventurous woman, open to the concept of living life in the moment. I want to try new things and face my fears; if there is an opportunity to climb a mountain, or to go sky diving, or some adventurous activity, I will always be happy to do it. I always want to be known for this because I want to be adventurous, spontaneous and crazy. Loyal, kind and adventurous are three quality’s that define me. If I am brought up in a conversation, I hope their saying that I am nice or trust worthy. Loyal is being trust worthy, kind is being generous, and adventurous is being open. These three qualities are different but they are all great to have and be known for. I will always try my best to be the greatest person that I can be in my lifetime.

Poverty Policy In The Land Of Milk And Honey Essay

People might think that poverty is the last thing to be occurred in the United States of America –the land of milk and honey as they say, because America is known for having a Tiger Economy ever since. But it is a shame should the government of America admits that they too can experience poverty? Let them allow having an excuse that nothing is perfect. Everything is possible. However, we all know that we can attain the 0% rate of poverty in our country if everyone will work it out together. How the poverty is being measured in the United States of America? The United States Department of Health and Human Services says that there are two slightly different versions of the federal poverty measure. One is the poverty threshold which is used mainly in Census Bureau for statistical purposes, and the other one is the poverty guidelines which are basically for administrative purposes. (2007). But the US government do not really understand that the only thing this policy or measurement can do is the knowledge about figures and recoded data of how many could pass yearly in the poverty line in accordance to the standards that they have set. They never realize that the poverty measurement has nothing to do with poverty itself and how to totally demolish the poverty problem in the United States of America – the land of milk and honey! As a citizen, all I can say is that we have to go back to the main roots of the problem. What are those problems that lead us to poverty? Are we ready to face them? I guess we should. And it is not just facing them but to act on them for the betterment of any individual or household concern but also for the good of the common people, government and country. Poverty has not to be measured in starvation and emptiness only. There are many factors involve including illiteracy, illegitimacy, immorality, unemployment, dirty politics, bureaucracy, environment, lifestyle, vices, crime, over population, sickness, mortality or even having your own identity and citizenship. But as long as the scarcity and level of consumptions of every household are the major factors that we keep on measuring, we will never resolve the problem of poverty. Again, I suggest that we go back to the main roots of the problem. I affirm to David Brooks’ optimism outlook in his argument â€Å"†¦these rapid improvements (which refers to globalization) at the bottom of the income ladder are contributing to and correlating with declines in illiteracy, child labor rates and fertility rate. † (2004). But there are also some things that should be remembered. Tiger economy or third world country has the equal opportunity of experiencing poverty. However, addressing the issue of poverty lies not to the government alone. Every human beings living on Earth has to do their fair share of opinions and actions in fighting poverty. It could be done by helping others or the nation. But I guess the best poverty alleviation policy is improving first your own quality of life wherever you are; hence, every place you could have been has the chance to be a poverty-free land of milk and honey.

Switzerland Country Analysis Assignment Example | Topics and Well Written Essays - 1000 words

Switzerland Country Analysis - Assignment Example In this regard a brief consideration of devaluation and revaluation of currency as a combat measure against strong or weak currency have been taken into account. Moreover the law of one price along with PPP has also been considered. The short fall of Big Mac index, in order to project as an accurate measurement of price level has also been discussed. The PPP of the concerned country has been measured and compared with the exchange rate of Switzerland with that of USD (US Dollar). At the end there is a brief consideration of the evolution of Swiss monetary system with special emphasis on present exchange rate arrangements and if that has anything to do with the recent financial crisis. The pivotal point of this paper revolves around the fact that whether exchange rate has anything to do with business environment? Its correlation with recent financial crisis and the inter relation between per capita purchasing power parity, exchange rate of Swiss currency with that of Euro and USD. Exc hange rate and their influence on the business activities The common notion that business activities are subject to turbulent time encounters a pause regarding exchange rate. Exchange rate fluctuations often leave severe impact on business activities and that for obvious reasons. A weak currency leads to decline of the price of the exports and decline in price obviously leads to a rise in demand of that particular product. Eventually that product occupies lion’s share of the global market. On the other hand a strong currency weakens the profit margin of the concerned country. If a company sells in a country with strong currency and pay the workers that belongs to it in weaker currency obliviously it ends up as profit maker. If a government lowers the value of its currency thus makes it weak then it is reckoned as devaluation and the opposite is called revaluation with exactly reverse consequences. This implies movement of exchange rate in an unfavorable way is detrimental to the managers of both the countries especially if there is a price war.. The unpredictability of exchange rate only adds to the risk of business environment and that ends of as a catastrophic consequence (Hollensen, 2009). The law of one Price The law of one price stands for â€Å"an identical product must have an identical price in all countries when price is expressed in a common –denominator currency. For this principle to apply products must be identical in quality and content in all countries, and must be entirely produced within each particular country† (Hollensen, 2009, p.203) This particular theory of pricing falls short of one common logic that is extremely relevant in modern world; the law of absolute and comparative advantage. In this era of globalization the law of one price indicates to self sufficiency and entirely ignores the importance of international trade. However in order to overcome this major bottleneck Big Mac Pricing has been resorted. (Hollensen , 2009) The Big Mac Price Index and its shortfall The Big Mac Price Index has derived its name from McDonald’s Big Mac. McDonald has one of the largest restaurants over the world and Big Mac is produced and sold in over 120 countries. Assuming that the company sticks to the exact material and quality, the concerned product has occupied a place where it can be

Organizational Structure Paper Essay Example | Topics and Well Written Essays - 1000 words - 1

Organizational Structure Paper - Essay Example The organization under observance in this essay is Toyota. Toyota uses a matrix structure which is, arguably, an amalgamation of two models; traditional design and horizontal structure. To understand the matrix structure, let us first look into the traditional model and the horizontal model. This ways, the essay will cover multiple styles of organizational structure. Traditional model, also called functional design, is the conventional way of organizational structure. It adopts a centralized manner of task allocation and responsibility-sharing. Generally, traditional model uses a bureaucratic style, and lines of authority are well-defined (Organizational Structure, n.d.). When it comes to considering the customers, the traditional model fails to acknowledge customer feedback and opinions since the structure is strictly function-oriented. On the other hand, a horizontal structure has a flat layout. Also called a flat structure, functions in horizontal structure are spread out and ther e is less authoritative manner to it, while giving room to a greater span of control to employees. Unlike the traditional model, a decentralized approach is employed in a flat structure, whereby, there is increased communication and teamwork. There is room for customer feedback due to the emphasis on high levels of communication. In the last two decades, companies have shown a trend towards shifting to a horizontal structure since it encourages communication and feedback. The traditional model is rather a primitive style of organizational chart; companies in the 20th century were more bent towards the functional approach. However, towards the end of the century, the new-age style of designing the organizational chart was shifting towards being a flatter structure. Subsequently, modern organizations adopted an amalgamation of the primitive models, hence, the matrix model, which is partially centralized and partially decentralized in nature. The illustration below shows how a matrix-s tructured organizational chart would look like. At Toyota, the employees find themselves in an inter-connected group of personnel who know their functions while keeping communication at an optimum level. ‘The Toyota organization structure is designed to support teamwork. Toyota followed the power of coordinated team structures’ (Toyota, 2011). The chart below, clearly, shows how the functions are linked with each other, following a top-down design along with a flat structure. One common advantage of using a matrix-structure is that it allows for expertise and special staff to be efficiently employed, rather than undesired duplication of functions and hence, wastage of expertise. One of the ways that influence the organizational structure is to consider the vital organizational functions. The functions include human resource, finance, marketing, sales etc. During the design phase of the flow chart, the company must analyze the company goals and vision because that will p rovide the appropriate framework for the organization. The functions at Toyota include marketing, finance, operations, R & D etc. to save time, and allow processes to be completed in quick fashion, there needs to be fast communication along with a stringent quality control framework. The higher authority at Toyota needs to be involved in the functions while also allowing for middle managers to

Team Meeting Regarding Delivery Problems Assignment

Team Meeting Regarding Delivery Problems - Assignment Example Customs officials have identified that key information is missing from some paperwork coming from the business such as dates, signatures, or even the correct labels which identify contents on packaging. These are human errors and, if discovered to be the problem, should be easily corrected with the team’s ability to conduct internal process analyses. Team members are invited to bring with them, to the meeting, ideas on how to solve the paperwork problem with customs and also satisfy our clients. The new market in Canada will bring better sales revenues and provide more job opportunities for team members who can perform to policy expectations. Together, as a business unit, we can discover what process errors are causing delivery delays and improve the customs packaging and paperwork systems. I appreciate your dedication and your historical accomplishments in the project which have always led to business success. This new market is vital to the business and this issue requires a rapid response. Please attend the meeting with a few proposals on the

Strategic leadership in changing world Essay Example | Topics and Well Written Essays - 2000 words

Strategic leadership in changing world - Essay Example The paradox strategy is explained further by the porter’s assumptions about the significant of generic strategies and Raynor assumptions that these strategies have a higher risk of bankruptcy (Eldring 2009:17). Hamel assumes that strategy is a stretch that considers the essential paradox on the leadership that cannot be entirely planned and does not occur in the lack of a clearly spoken and widely shared aspiration. Organizations with hybrid strategies may not be successful in the industry, but they lower risk of running into financial crisis. This is the essence of the strategy paradox and complementation to Porter’s findings, who did not take the risk variable into account. Organizations with hybrid strategies are much less exposed to strategic uncertainty than the organizations with pure strategies. Porter argued that it is an unwillingness to make choice that organization choose for a hybrid strategy, but rather a diverse and risk averse approach can be risk in the organization (Porter, 2008:26). Meanwhile, market based view on the work of Michael porter will be discussed and it assumes that profitability is established mainly by the structure of the industry in which the company operates. The industry structure is evaluated based on the five-force framework. Consequently, the RBV strategy is associated with the works of Hamel that focuses on the competitive advantage in the organization, but use an inside out approach. Meanwhile, it is the starting point for organization’s internal environment and is viewed as the alternative perspective to Porters five forces framework that considered as the industry structure (Delfmann 2005: 226). PORTER (MBV) Porters argue that industry structures within organization are positioned against structure that determines how profitable individual firms should be. In the MBV framework, it is a critical task to analyze the industry structure to establish an ideal positioning and align value chain positionin g in the organization (Delfmann 2005: 226). Porter identified three generic strategies that include differentiation, cost leadership and concentration on selected areas to explain its positioning strategy. Thus, the significant critique of the MBV is based on its outside in perspective because it does not consider company internal aspect. Porters point out that the MBV has the significant impact on the strategic business unit level. He argues that this approach provides an efficient model of evaluating the nature of competition within an industry. Based on the MBV perspective, competitive advantage arises from an organizational dominance position within its industry. Thus, organizations can achieve a dominant position by employing a generic strategy (Weigl 2008: 90). The organizations with this dominant position produce monopoly rents since they thrived in restraining productive output. Porter argues that monopoly rents can be produced by intentionally restricting output in respect to competitive levels. Meanwhile, it can include the analysis of behavior and in respect to market position of competitors. The MBV helps the firm to position in its environment, create barriers for competitors, and protects its business. Therefore, the organization can exercise market power and earn monopoly rents. Meanwhile, Porter develops

Chemistry Practical Assignment - Copper carbonate Lab Report

Chemistry Practical Assignment - Copper carbonate - Lab Report Example Take the given CuCO3 and weigh around 0.2 gm to the nearest to 0.01 gm of it in a test tube. Carefully tight the cork fitted with a delivery tube on the mouth of the test tube and use sealant to close the leakage if any in the tube. Filled a water tray and fill the graduated cylinder with water, cover it and gently invert the graduated cylinder and bring it down so that its mouth of it is just beneath the water level in the filled tray. Ensure that there is no air bubbles at the time of putting graduated cylinder and it is fixed with the help of clamp. Put the delivery tube inside the mouth of the cylinder so that the air is passed to the inverted graduated cylinder. The experimental setup should look like as shown in figure-1 (Decomposition of copper carbonate, n.d.) and by putting the sealant material minimize the leakage from the corners and through the cork. Now heat the copper carbonate gently with a burner (Thermal decomposition, 2007). The gas so formed is passed to the inverted graduated cylinder (Decomposition of copper carbonate a, n.d.). As soon the formation of gas bubbles stops, immediately take out the burner and keep the graduated cylinder perpendicular and take the meniscus reading and find out the volume of water displaced by the gas. Record the temperature of water and barometric pressure in the laboratory. Repeat the experiment at least thrice and record the weight of copper carbonate taken for all the experiments and corresponding gas volumes. Safety and Precautions: An irresponsible act can threaten our own safety and health in the laboratory (On carrying out experiment in the laboratory, n.d.) and therefore before conducting the experiment wear safety goggles and lab apron (Safety and Laboratory Rules, 1999). Avoid ingesting chemicals and use caution around open flames (Decomposition of copper carbonate, n.d.) Calculations and Discussions: For evaluating both the equations, the mole concept is used (mole concept & Mole concept and mole conversion, nd). First using the following gas law the volume of gas at NTP has to be find out (Physical laws & Scaling, 2003). P1 V1 P2V2 ---- = ------- ----- (1) T1 T2 As we have already collected the P1 (barometric pressure), V1( the gas volume ), T1 (the water temperature) and P2 is 760 mm of Hg and T2 is 273K and putting all values in above equation we will get, V2 the volume of gas at NTP. Now according to equation 1, 2CuCO3(s) ----- Cu2O(s) + 2 CO2 (g) + O2 (g) We will get 2 moles of carbon dioxide and 1/2 mole of oxygen from 2 mole of copper carbonate. Now the molecular weight of CuCO3 = 123.5 The Weight of copper carbonate taken for study = 0.2 gm. Therefore the mole of copper ca

Financial Management. Evaluation of a company Coursework

Financial Management. Evaluation of a company - Coursework Example Rights issue by the companies refers to a corporate invitation to the existing shareholders of the company to buy additional new shares of the company. Cash-strapped companies generally turn to rights issue for raising finance from market for investments in business activates. The companies grant shareholders chance to buy new shares at a discount rate than current market of share on a pre mentioned future date. Investment banks do this activity for business for some percentage of banking percentage on total amount of issued fund. By issuing share, the companies give opportunity to the shareholders to increase their financial exposure by purchasing companies’ stocks at a discounted price. Investment banks conduct the necessary legal activities to issue new shares on behalf of the companies by taking banking fees. The can trade the issued rights on market in similar way they trade ordinary shares through stock exchange until the new shares are bought back by the companies. Theo retically, some traditional and efficient methods are used to evaluate capital investment in domestic as well as emerging foreign markets by businesses. But, capital investment is highly risk associated strategic business activity and the company needs to focus beyond the traditional methods of evaluating capital investments like net present value, internal rate of return, payback period etc. Emerging financial businesses like investment banking and financial research companies offers flawless capital investment solutions to many leading multinational organizations and they follow several advanced methodologies for evaluating proposed capital investment practices by the MNCs especially in emerging markets. The main objective to use beyond the traditional methods is to reduce future risk i.e. these methods helps to identify the maximum extent of risk possibilities and provide alternative solution to reduce the possible risk in substantial extent. One of the efficient methodologies fo r evaluating capital investment is Salomon-Smith-Barney Model. This methodology is widespread and efficient method used by leading investment banks to evaluate capital investments especially in the emerging markets for reducing risk of investment. This is one of the most recent developed methodologies for international capital investment and it was developed in 2002 by Zenner and Akaydin for leading US investment bank Salomon Smith Barney (Anson, 2011, p.488). This model is risk adjusted and modified extension of G-CAPM approach of capital valuation. In this methodology, different global factors and are considered with a high importance and regional factors are recommended as useless due to market inefficiency. This model mainly focuses on how risk possible risk can be identified in maximum extent and how it can be minimized. As this methodology is modified extension of G-CAPM approach, therefore, it has focused on key shortcomings of the approach. Having a main objective to reduce risk of foreign investment especially in emerging economy perspective, this methodology has focused on a key fact that emerging markets are not totally harbor specific and integrated restraint and complications which can justify a risk premium. The developer of this methodology added an idiosyncratic risk premium into the G-CAPM approach and extended that approach in a new form with high capability of risk indication and reduction. This methodology has

How to Ride a Bike Essay Example | Topics and Well Written Essays - 1000 words

How to Ride a Bike - Essay Example When I started to learn how to ride a bike, I found out that this was not an easy thing to do. What was most instrumental at keeping me away from learning how to ride a bike was the fact that I had seen my neighbor, who was of my age; fall off from the bike and going astray. This was such a bad moment for me that made me realize it could be something that is filled with wrath and destruction. I understood that it would be a gigantic act on my part to make both ends meet, and to finally learn how to ride a bike, which would essentially mean going out of my way and exploring new heights of unattainable proportions. My conditioning was therefore dependent on how the neighbor fell off from the bike and broke her leg. She was hospitalized for a couple of days where she received 10 stitches on her ankle. I felt aggrieved for her and completely disapproved of the kids who rode a bike. I had decided for my own self that this was something that I could not do. However, things changed as I was given confidence by my peers. The learning came about when I realized that I need to ride a bike to enjoy my life’s domains and to get in close company with my friends. I saw that all of them were riding their respective bikes and going from one place to another. So I resolved to learn it in order to move ahead with my life. This helped me create a sense of fear that I was about to undergo something which was unique, completely novel and new for me. The positive reinforcement was in the manner that I could have gained the positives out of the related equations while the negative reinforcement came about with the fear that I had to live with, during the initial stages of the learning process of riding a bike. The positives and negatives had to be balanced with one another so that I could attain success within the relevant ranks. The element of reward and that of the punishment came out in the open for me to understand and contemplate with the passage of time. I realized that if I learnt to ride a bike, it would be a reward in its own right and if I feared as to how I would have done it, it would be a punishment for my entire life because I would then have to remember and recall that I was not ready and willing to take a risk at an important stage in my life, which is indeed the childhood. The mere fact that I would have to be walking while my other friends are riding their bikes is such a feeling that would keep haunting me back and forth, and hence the reward under such realms would be to move one step ahead and learn the basics related with riding a bike. Therefore, reward and punishment are significant pointers for my entirety as I aim to discern how riding a bike would change my respective courses of action and allow me to get a straight on idea with the learning that I will acquire all this while. It is important that a child should know the rewards and punishments before he decides to learn something new, either on his own or through assistance of others.

American Eels Habitat and Extinction Research Paper - 1

American Eels Habitat and Extinction - Research Paper Example One of the peculiarities of these eels is the regular basis of migration. In other words, they may not stay in a particular location for longer periods. They like to travel from rivers to river since it like fresh water very much. It stays major portions of tis life in rivers or fresh water sources and visit ocean mainly for spawning or laying eggs. A female eel can lay eggs as much as four million every year. However, after the egging period is over, it will suffer immediate death. Lafontaine et al. (2008) have pointed out that â€Å"Since the 1980s, the American eel (Anguilla rostrata Lesueur) fisheries have declined dramatically in the Lake Ontario–St. Lawrence River watershed providing evidence of a large decline in population of this species (Lafontaine et al., p.185). American eels are decreasing in number over the last few decades because of various reasons such as climate changes, global warming, water pollution etc. Even though, the decline of eels have been noticed as early in the 1960’s, the problem became intensified in the 80’s and 90’s. Eel landing started to decline considerably during the latter parts of the twentieth century, especially 1980 onwards. The decrease in the number of eel landing was calculated based on the catch per unit effort (CPUE) effort.

One Night Stands and Regret Essay Example for Free

One Night Stands and Regret Essay Sex is considered a taboo up until we become college students. We have people whom want to remain chaste until marriage, we have people whom want to have experimental encounters with as many people as they can in college, and then there are people whom would only consider having sexual relations with their significant other. College parties are wild and it is guaranteed that at least 5 couples will end up hooking up at the end of the night. Most hook ups becomes one-night stands. If we were to ask those individuals if they regret their past encounters many would say yes because drugs or alcohol were involved. Drugs and and alcohol play an important role in sex. It is more likely for an intoxicated person to engage in sexual encounters than a sober person. In the magazine Psychology Today, there is an article called â€Å"If I Could do it All Over Again† that talks about the half-life of sex. In this article we are informed with statistics of men and women whom admit as to why they regret their past encounters. The article also explains scenarios of cases where sexual encounters break relationships and marriages. The biggest questioned raised by Matt Huston in his article is â€Å"When it comes to sexual misadventures, why do we feel so wrong about that which, in the heat of the moment, felt so right?† (Huston 39). Huston suggests that people feel thrill when having encounters rather than casual sex. What is there to regret of sex? Women who lose their virginity in a sexual encounter regret it because they feel like they lost their pureness to the wrong man. Women also regret having sexual encounters because they feel like they moved too fast to jump into sex. Men have other type of regrets. There are men who regret no jumping into bed and having sex with a random person. There are men who regret not being more sexually active in their youth. On a survey done to men and women, 55% of men regret not having sexual encounters. 48% of men regret not being sexually active at a young age. 43% of women regret moving too fast and jumping into sex. 41% of women regret  losing their virginity to the wrong person. Both men and women regret things differently. Women regret most of their past sexual encounters while men regret not having more sexual encounters. A very interesting study done in the Journal of Sex research, finds that regardless of sex, both genders that engage in sex with relative strangers may actually be more anxious and depressed. Another impactful statistic is that more than 70% of â€Å"college students who’d had a one-night stand had also experienced sexual regret† (39). This magazine article is very informative. It really doesn’t persuade people not to have sexual encounters; it just informs us about the people who regret sexual encounters. The magazine’s job is to inform us of a topic that really isn’t talked about on a daily basis. One can say that this magazine is sending out a subliminal message, which is to think before we engage in sexual encounters. The magazine believes that this generation has changed the idea of sex and has created a new a separate type of sex called sexual encounters. It also shows how many of these people show regret for past encounters. While shopping at Target I looked around and saw the books and magazines sections. I decided to buy a National Geographic magazine. The cover had an interesting hook; it basically said that Aliens weren’t far from earth. I bought the magazine and read the article, however, it didnt finish the article when I decided to return the magazine to the store. The article was very boring, the language wasnt clear to understand, and the text became boring the further I read. I went back to Target and looked around for another magazine and I decided to look at Psychology Today. My initial article to write my essay was on â€Å"Daydreams† and how those fantasies affect our futures. As I flipped through the magazine I came across the topic of sex. I read the title and I felt a relation to that topic. We’re college students and we know people whom participate in sexual encounters. Sexual encounters are something that is incredibly popular in college and especially at parties and clubs. It is interesting to know how both men and women feel after sexual encounters. Before I read this article I had no opinion on sexual encounters. I have a few friends whom participate in this type of acts. I always tell them to use protection and avoid stupid mistakes. I dont judge people, everyone makes mistakes and many of us keep making mistakes. After I read this article it hit me. I used to believe that when someone engages in sexual encounters they aren’t sensitive and dont have emotional feelings. But this magazine proved me wrong. Men and women do feel regret; their regret differs but they still feel regret based on a sexual encounter. I dont regret reading this article because it really caught my attention. I scanned the article and emailed it to some of my friends. I was really amazed with the research that explained that most of the people who participate in sexual encounters are anxious and depressed. It is rude to ask personal questions to people but I’d be very interested in knowing if they are anxious or depressed. If I ever feel the necessity of participating in a sexual encounter I will think back to this article and analyze the moment. Drugs and alcohol are not our friends and intoxication can make us do things we wouldnt do when sober. I would also think of the statistics of people whom regret the sexual encounters. This article has made me realize that there is a negative effect on sexual encounters, there is more to than just sex. Sex involves feelings. I think that every college student should read this article. Many people could prevent feeling regretful if they read an interesting article like this one. Works Cited Huston, Matt. If I Could Do It All Over Again. Psychology Today 1 Mar. 2014: 37-39. Print.

Standardized Testing Essay Example for Free

Standardized Testing Essay Are you one of the many students who cram in hours upon hours of studying the night before an exam that has been stressing you out all week? You wake up the next morning nervous and full of anxiety, just to take the same test as everyone else, under the same conditions as everyone else. Sounds fair right? Well I don’t believe it is, and here’s why. Standardized tests were made to test the knowledge of a student over a particular course or subject. The ACT and SAT, for example, are composed of four multiple choice sections usually including math, english, science and reading. Well here’s the funny thing, everyone is different. Some students thrive at written tests where some students fail. Some students are better at presentations where other students are not. Because of the differences in student’s ability to learn and retain information caused by many different teaching methods and criteria covered, standardized testing has become an unreliable way to measure a student’s knowledge and should be replaced by other means such as using e-portfolios or performance based assessment. Some of the main problems with standardized tests such as the ACT or the SAT include trying to accurately measure a students knowledge over a particular set of subjects and a phenomenon involving teachers called â€Å"teaching the test†. In a 2013 speech to the American Educational Research Association, Secretary of Education Arne Duncan said â€Å"State assessments in mathematics and English often fail to capture the full spectrum of what students know and can do,† he said. â€Å"Students, parents, and educators know there is much more to a sound education than picking the right answer on a multiple-choice question† (Evans). I completely agree with Arne Duncan on this matter. On a typical standardized test you have about a twenty five percent chance of getting the answer right. Potentially, you could have a student who does not know the material at all, but could guess right on more than half the answers and get credit for it. Being a student who has taken the ACT more than once, I can honestly say I feel like the ACT was a poor representation of my knowledge over the subjects tested on. Now with the phenomenon called â€Å"teaching the test† which is where teachers center their curricula around state tests, students become subject only to material that will be found on the test. This not only causes teachers to lack creativity within the teaching of the course, but also causes students to become limited to learning test taking skills. Even though standardized testing can be harmful to student’s creativity, there are some alternatives to this problem. One alternative to standardized testing, relating to the SAT and ACT, would be the use of electronic portfolios or e-portfolios. Terrel Rhodes, vice president for quality, curriculum, and assessment at the Association of American Colleges and Universities (AAC;U) says that â€Å"E-portfolios provide a means for collecting assigned work, as well as students accomplishments in non-classroom settings, so that faculty, internship supervisors, and others can assess it and aggregate or disaggregate the results, depending on the purposes of the assessment† (1). Basically e-portfolios would be a collection of student’s individual work throughout the year, organized into a folder that the teacher would have access to at all times. This folder would help the teacher view how each and every student learns and give an overview on how much each student took away from the course, what not to teach in the following years and what to cover more heavily. This alternative is more effective and personal than a standardized multiple choice test because it gives the teacher a chance to personally view how each individual student is progressing throughout the year. In terms of college admissions, if your portfolio was shared with the colleges of your choice, it would allow college admissions to see your progress throughout the year. So instead of just seeing an ACT test score that a student could have potentially guessed on for more than half the answers, they would be able to see a portfolio showing how well equipped and prepared for college the student is. It would be a great way of telling if the student would be a good fit for their program or not. Given the knowledge at hand, I believe e-portfolios would be a great alternative to standardized testing. Another alternative to standardized testing is performance based assessment. â€Å"Performance assessments measure skills such as the ability to integrate knowledge across disciplines, contribute to the work of a group, and develop a plan of action when confronted with a new situation† (Brudali). This differs from standardized testing in the fact that teachers focus more on the process of learning, where standardized testing focuses on the product. Instead of using tests that are multiple choice that require a student to choose the one correct answer, performance based assessment often times uses group projects, hands-on projects, essays and verbal presentations to determine a student’s knowledge and skills over a particular set of subjects. Another advantage to performance assessment is that â€Å"Performance assessments provide teachers with more information about the learning needs of their students and enable them to modify their methods to meet these needs† (Wren). Teachers actually try to assess each and every students learning process and direct the class accordingly, letting students take away more from lectures. Having this type of assessment in high school would benefit students tremendously in college. Having experience with verbal presentations and hands on projects will provide the student a head start with skills you need for college. These skills would be used for interviews, group projects in labs and speeches given throughout the years. Performance based assessment would tremendously benefit and prepare students for college and would be a great alternative to standardized testing. Knowing that there are already proven solutions to standardized testing, let me ask you why you are still taking them? Studies have clearly proven that standardized testing is an inaccurate and unreliable way to display the knowledge of students. Not only that, studies have also proven that different methods such as e-portfolios and the performance based assessments are a more accurate and effective way of displaying a students knowledge over various subjects. So why don’t you take initiative? Join a club like student council, a club where you have a say with what goes on with your school and the decisions being made. Start a petition against standardized testing and let students get involved. Not only that, let your community get involved. Tell your family and friends about the disadvantages of standardized testing and its inability to measure students’ knowledge. There are many ways you can get involved in your school and community to have a say in the decisions being made with problems such as standardized testing. All you have to do is take initiative and act upon it. With all the knowledge at hand, I truly believe standardized testing is a terrible way to reflect a student’s knowledge and there are many alternatives that can be provided in place of it.

Cross Cultural Awareness in Management

Cross Cultural Awareness in Management Task 1 The FIVE most important competencies for managing internationally in my country, Hong Kong, for these three American managers of TDS are: Interpersonal Skills – If this is not the most important skill of all, it is the crucial one. This skill helps the expatriate managers to establish relationships, coordinate with others, satisfying the needs for friendship and intimacy when they are abroad. It also helps in building trust and form relationships with the people around them. The expatriate managers are often experiencing uncertainties and getting stressed when dealing things with work and personal life in a new environment. So with good interpersonal skills will be able to reduce the stress coming from every angle. Referring to a recent book (Schneider Barsoux, 2003, 190-1), the primary selection of many companies for the expatriate managers in practice is their track records on reaching their targets or getting their jobs done. Companies also would like to send those that are eager to climb further on their career ladders or those with technical or conceptual abilities instead of those with interpersonal skills abroad. These expatriates are often too focused on their personal agenda to make things happen and ignore the pressure that are given to the local staffs which would create tension at work. Moreover, feelings of mistrust and resentment of the local staffs towards the head office will also be exacerbated. Therefore, interpersonal skills should be taken into account when the American managers are being chosen to manage in a foreign country like Hong Kong. Motivation to live abroad – It is a key factor for the expatriate managers and their families to adapt into the local culture successfully (Schneider Barsoux, 2003, 192). Basically they should have real interests in the country they will live in, in order to have the curiosity to get to know it better and experience it well. It is the desire that makes them easier to understand the culture with ease. Patience and respect – Different countries have different cultures so it is necessary that the international managers have the patience and respect when dealing with the new culture. It takes time to cope and learn the differences between the culture at home and the culture of the new place so the international managers should be patient (Schneider Barsoux, 2003, 193). They also need to have respect for the local of how the things happen in some ways when dealing with different circumstances in any aspects. Cultural empathy – This is a not skill that can be easily acquired because it is deeply rooted in someone’s character to have the mentality of empathy for others with cultural differences (Schneider Barsoux, 2003, 193). It is required in order to respect the local staffs by the international managers to be a good listener to focus on what they have to say. Being non-judgmental is also important for those managers to be able to understand others’ points of views. The psychological development of a human being allows narcissism to be evolved to a point that interfere the capacity for empathy (Kets de Vries, M. and Mead, C. 1992). Managers that are narcissistic usually are self- centred and think that others are paltry or just the extensions of their own. They make the values of others hard to be recognized, let alone appreciate, because they see others as objects or tools for them to get what they want in order to achieve their goals and they also think of others as the mirrors to reflect their own glory. This type of managers would use all their efforts to prove their worth instead of considering the needs and the existing values of the other staffs. Flexibility, tolerance for uncertainty and ambiguity – These managers also need to have the flexibility, tolerance for uncertainty and ambiguity. Changing circumstances that are unexpected makes the managers face with thread of uncertainty and ambiguity because the reactions and the behaviors of the local staffs may be unpredictable. Managers are intended to reinforce greater controls and restrict on the information flow when they face this kind of tread especially during an international assignment (Schneider Barsoux, 2003, 192-3). It often results in a stereotypical response and not well adapted to the situation on hands. Although it is difficult for the managers that are usually awarded by being in charged and staying on top of things, expatriates need to ‘go with the flow’ and let go of control. Everyone doesn’t always need to go by the book because actions are often taken base on insufficient, unreliable or/ and conflicting information. Task 2 Controlling model and Adapting model are the names and characteristics of two specific models of strategy related to cultural assumptions and approaches in adapting to external environment as discussed in the literature. The differences between controlling and adapting approaches are described below: Controlling model is based on active search that is focused and systematic. The planning system of the controlling approach is formalized and centralized using expert consultants to assist in devising strategy. The information being used by the controlling method is objective, quantitative and impersonal also interpreting information relies on formal models and methods like strategic forecasting with scenario planning. The people involve in this model are those from the top management or the experts of the particular area. The decisions for the controlling approach would be made by the top management and pass down to be implemented. The strategic goals and action plans are clearly defined, articulated and it would be explicitly measured and rewarded in this controlling method. As it assumes that the environment is known to reduce environmental uncertainty. This approach is usually sequential and short term (Schneider Barsoux, 2003, 124). Adapting model is broad, sporadic, decentralized and mostly based on monitoring. It is the opposite from the controlling model, informal and decentralized. The adapting approach is personal, subjective and qualitative; the information would be interpreted by some informal methods with discussions and debate. It would have the employees involved from all across the ranks. The decisions for the adapting approach would be made by the front lines staffs, neither the people from top management nor the experts. The strategic goals tend to emerge and action plans are broad, implicit and vaguely monitored. Also it assumes that the environment cannot be readily known or controlled. This approach is long term and simultaneous (Schneider Barsoux, 2003, 124). The model of adapting approach is more appropriate in this situation with TDS because TDS is new to town and not quite familiar with the culture and environment in Hong Kong. Also the environment cannot be controlled or readily known, it would be wise to have the responsibilities to be diffused throughout the organization to make all the staffs from different ranks to get involved. Strategic direction tends to emerge when different people come with different perspective on the business point of view. The implementation should be locally determined to keep it within this strategic frame. Strategy can be refined on an ongoing basis and the adjustments can be made to any unexpected circumstances. TDS should be flexible in order to deal with any sort of unforeseen events or sudden change in any situation. A broad scan is needed in case of any subtle change in the environment and also accountability should be assigned to the collective too because everyone is involved to contribute to make things happen. Task 3 The Five methods of discovery that I would recommend to the three American managers transferring into my country, Hong Kong, are: Architecture and design – According to a recent book (Schneider Barsoux, 2003, 24-6) the most obvious artifact is the architecture and design of the building when you enter the organization. In the United States, most of the office design would be opened space with partitioned off by half walls with each individual cubicles personalized by personal interested items such as photos, plants or aphorisms. By not being able to see each other directly allows a sense of privacy to be established. Also opened doors are usually signaled as accessible and available while closed doors are indicated as a sign of privacy desire in the United States. To the contrary, Japanese prefer to have some of the walls knocked off so informal communication would not be inhibited. On the other hand, Germans experience difficulty to work in an open-plan office due they feel it is lack of privacy. Although Hong Kong has a majority of 95 percent Chinese people according to a website (The American Chamber of Commerce in Hong Kong, 2008), and was also a British colony for over 150 years, the main business partner of its own is still the United States as shown by the figures provided from the Business Expectation Statistics Section, Census and Statistics Department, (2007a) (2007b). Therefore, most of the office design in Hong Kong is followed to the same style as those in the United States. Greeting rituals – In the United States, the greeting rituals are tended to be paid less attention according to a recent book (Schneider Barsoux, 2003, 26-7). But for the other countries, the protocol is taken quite seriously. There are different forms of way in greetings such as showing respect by exchanging and inspecting business cards in Japan, greeting individual by name, shaking hands and making eye contact by French. The degree of body contact expected in greeting creates a fair amount of confusion in another part of the rituals too. In the United States, people might greet others with a hug even when the acquaintanceship is ordinary. In some countries like France, kissing hello and goodbye are common while people from countries like Hong Kong might feel uncomfortable and uneasy about it. According to a website (The Economist Newspaper Limited, 2008), handshaking followed by an immediate swapping of business cards is the most common form of greeting in Hong Kong. Dress Codes – It is another cultural artifact varies from the degree of formality. Schneider Barsoux (2003, 29) pointed out that Anglo and Asian managers do not want to get too much attention or stand out by the way they dress while the Latin managers really care about their personal style. Moreover, corporate dress seems to be color coded in some countries. For example in the United Kingdom, some women are advised not to wear suits and dresses in bright color to work such as red and some bankers of a Dutch bank even avoid to wear suits in brown. It also signals task orientation. In the United States, rolled up shirt sleeves is considered as a signal of hard working while in France means ‘relaxing on the job’. Not to mention that some US companies have designated days to encourage people to appear in casual clothes at work such as Fridays. According to a website (World Business Culture, 2008), dress codes differ base on the size of company and industry sector in Hong Kong. Men mostly wear dark suits, shirts and ties while women wear conservative suits and dresses. Trousers and causal wear are tended to be worn only on informal occasions or designated days. Written versus verbal contracts – In different parts of the world people have different definitions toward the sealed business agreements as mentioned in a recent book (Schneider Barsoux, 2003, 30). In some places, one’s word means more than a legal document while others need to put down all the details on a paper in black and white. Problems would appear when the contracts are expected by the head office to be signed, sealed and delivered from a place where one’s reputation and honor are way more valuable than some legal documents. Figures from Schneider Barsoux (2003, 30) for the estimated numbers of lawyers per capita of some countries like United States, United Kingdom, Germany, France and Japan reflect the differences on expectations. American managers will bring it to the legal department to retrieve whenever a business deal has been fell through while some other countries would sort things out through the relationship. Since Hong Kong is a Common Law Jurisdiction like most of the United Kingdom, Ireland and the United States (Wikimedia Foundation, Inc. 2008a), people most likely to expect to have a written contract over a business deal. Criteria for success – It depends on the importance of stakeholders whether it is the benefit of the shareholders, the customers or the employees. Beliefs and values differ when there are different stakeholders; there are different criteria for success. Schneider Barsoux (2003, 31) claimed that American companies only exist for the benefit of the shareholders. This might be disagreed in Japan or even shock the Japanese as they believe customers have the divine rights. Some countries in Europe such as Germany or Sweden believe that the employees have the divine rights instead. Although all these factors are crucial to the business success, you still need to have a closer look to the cultural preferences in different countries like Hong Kong. Task 4 In my opinion, the key functions for managing people and human resource management are recruitment and selection, compensation and rewards, employee relations, and career development. Recruitment and selection – This can be the most challenging and important function for managing people and human resource management. It is because finding ‘the right people for the right job’ is essential. It is often a challenge as well especially when the nature of the local labor market or the available human resources is not familiar. The company needs to understand how to access the local labor pool in order to get the equivalent people to work for the company. So finding those candidates who have the abilities and requirements to finish the task and get the job done is also hard and essential, not to mention to get those who seem to likely match with the existing corporate culture. Moreover, the standard profile of one country might be very different from another in terms of representation and the differences in education systems also play a part to make the selection difficult in selecting which person fits the profile for the job (Schneider Barsoux, 2003, 151). Compensation and rewards – The cultural differences play a role when it comes to determine the terms of reward and who gets it. Different cultures have different type of value in relations to the reward and vary to the extent in the belief that reward should be collective or individual. Pay for performance is assumed to be based on contribution or ‘equity’ instead of the belonging to the group or ‘equality’ (Eretz and Early, 1993). In the contractual view of employment, the notions of equity, ‘you get what you deserve’, are embedded while the notions of equality, ‘you deserve what you get’, correspond to the social view (Pennings, 1993). According to Susan Barsoux (2003, 165), the current trend of linking salary payment to working performances is especially suspect to be cultural related. It has been discovered that in some countries like France, it would be shocked for the French executives to have clearly stated quantifiable objective relating increased performances to increased bonus. It is because the French executives found that discussion about money and finance is such a turned off. It also provoked outcries when the merit pay was attempted to be introduced in Japan. It created uproar as the Japanese executives were scared that it would ruin the harmony of the group and might also encourage short term thinking especially when the employees only focus on the performance in order to get the bonus. On the other hand, the dominant influence in American managerial thinking is the principle of equity that each one should be rewarded based on the solely contribution by that particular person. Nowadays in the view towards team management that demands group cooperation instead of competition among individuals finds the merit-based pay in the United States demotivating (Susan Barsoux, 2003, 167). The preference between financial or non financial incentives is also related to the culture. The motivating potential of money, status, vacation time is also affected and changed across countries. Swedish would prefer to have some time off rather than a bonus because they are more concerned with the quality of life and monetary rewards are less motivating while giving time off might seem to have not much point in Japan when most of the employees only take half of their holiday entitlement (Susan Barsoux, 2003, 167). So the internationally operated companies should learn to appreciate the different values and evaluate the potential impact as well because the remuneration package is a very strong indicator of the culture and the behavior expected and also can be used in order to encourage cooperation or competition, risk taking or conservatism, and information sharing or information hoarding. The remuneration package is also a very important signal when it comes to aspiring recruits. When the company wants to attract local elite, it can choose to align itself with the local norms or the alien one when the preference of the company changes to attract the less mainstream or adventurous or those that are frustrated with the local practices and looking to be rewarded for their efforts and success (Susan Barsoux, 2003, 168). Employee relations – It is important to have a good relations and mutual understanding between the management and the staffs of the company. Any staff grievances of the company should be dealt with and well listened to in order to promote a harmony environment. An open dialogue is needed to be promoted between the management and the unions of the company to eliminate any conflicts or fictions that may occur between the staffs and the management specially when there is a new implementation of company policies. Also the employees’ political standing should be respected and well listened to especially when it is toward the company policy and issues. Good employee relations help increasing the engagement of the employees to the company so as their commitment and involvement as well. It also helps with the staff retention which is necessary for a company setting up in a new country like TDS (CIPD, 2008). Career development – National culture has an impact on career development and the natures of the managerial tasks on what management should do or be are depended on assumptions of being versus doing. The determinants for success varies across cultures when some places have it based on achieving results like the United States while in the United Kingdom having good interpersonal skills and personal connections are the keys for success at the career front. Favored career paths also differ culturally and it is bound up with cultural assumptions regarding the importance of the individual versus loyalty to the company, doing versus being, and tolerance for uncertainty. So a multinational company should make sure that the perceptions of what it takes to get to the top and the patterns of career development would include people with different skills, abilities, knowledge and perspectives (Susan Barsoux, 2003, 168 -70). With the references to managing people and HRM, I feel the four department managers, two from the United States and two from Hong Kong, should focus on during their first three months is selection because it is vital to get the right people for the right job in any organization (Schneider Barsoux, 2003, 151). Local talent may have different types of abilities, skills, knowledge and strength owing to the national values differences placed on the education so it is also a challenge to get the right people who fit the requirement for the particular job and also fit with the company culture. The managers should consider the differences in attitude towards the hiring practices in Hong Kong and also the cultural differences will influence on how to recruit as well. So getting access to the local labor pool to get the people that match with the job criteria is important too. Therefore, selection should be focused by four department managers for the first three months to get the right people in place and help them to adjust and fit into a new culture and way of life in order to make the launch of TDS in Hong Kong a success. The trade unions in the United Kingdom has a culture as a collective bargaining tool with management while the one in the United States has more of a hire and fire culture. In Hong Kong, there are four trade unions and the largest one among them is the Hong Kong Federation of Trade Unions and their main slogans are patriotism, solidarity, right, welfare and participation (Wikimedia Foundation, Inc. 2008b). Although the unions in Hong Kong are focused on the rights and welfares of the workers as much as those in the United Kingdom and the United States but they are still at the stage of establishing as the largest unions in Hong Kong was founded in 1948 while those in United Kingdom have been existed for over 100 years like the General Federation of Trade Unions (UK) (Wikimedia Foundation, Inc. 2008c) and so as those in the United States like the American Federation of Labor and Congress of Industrial Organizations was founded in 1886 (Wikimedia Foundation, Inc. 2008d). Since the United States is the biggest trade business partners of Hong Kong, most of the companies would contain the culture of the United States to remain individual. Task 5 The benefits of creating and working within the context of a multicultural team are given the larger complexity and speed of change in the international business environment. It seems obvious that bringing people together from different cultures enhance the quality of decisions taken. These multinational cultures contribute a greater range of perspectives and options with even more successful marketing strategies and ideas to attract different types of customers. It can also provide a different or new way of looking at the old or existing problems and help to promote the chances for greater innovation and creativity with the cultural differences as well (Schneider Barsoux, 2003, 218). Combining people from different cultural backgrounds also benefits the organization integration and learning so as the managerial development. It improves lateral networks for the communication and information flow. Also when bringing the people with the different cultural backgrounds together, it can be a solution to help minimize the risk of uniformity and pressures for conformity which can appear in the company when there are too many like minded people working at the same company together at the same time (Janis, 1971). Also teams that are composed by members with different profiles are far more effective than teams that are made by the best and the brightest performers or with the members who are having the similar profiles. Teams that have included a mixture of members with profiles of different areas performed better as they have the balance of roles. Different cultures have different assumptions toward the business issues and also have different ideas about the reasons of teams. So that to share information and discuss about any problem at work with people from different cultural background would often generate greater results in a dynamic way. Furthermore to the benefit of the combination with people from different cultures background would enhance the productivity for the organization. The challenges of creating and working within the context of a multicultural team are that bringing people together from different cultures is given more ambiguity and uncertainty in decision making. Also it would be much more complex in the organization from the procession to implementation due to the cultural differences in assumptions. People with different cultural backgrounds work together might create interpersonal conflict and communication problems at work. Also it would create greater potential for frustration and dissatisfactions that might lead to higher turnover of team members within the group (Schneider Barsoux, 2003, 231). The choice of language using within the multicultural team might also creates friction and misunderstanding especially when the native language for the three American managers is English while the native language for the local managers is Chinese, there is a huge scope for misunderstandings that could hamper the cohesion and effectiveness of the team no matter how fluent the local managers could speak in English (I-change, 2008). According to the personal upbringing and values, technical background and training, and also the national backgrounds can distort and filter the messages in many layers of meaning within a multicultural team that can lead to further misunderstanding and frustrations. Barriers would also be created for the multicultural team due to the direct versus indirect communication; trouble with accents and fluency; differing attitudes toward hierarchy and authority and so as the conflicting norms for decision making (Brett, Behfar Kern, 2006). Direct versus indirect communication is that in western cultures, the communication is typically direct and explicit. The listener does not need to know much about the speaker in order to interpret the context because the context of the meaning of the conversation is on the surface while the meaning of the conversation is embedded in the way the message is presented in many other cultures. Although the language of international business is English, the trouble with accents and fluency may lead to deep frustration and misunderstanding because of nonnative speakers’ accents, problems with translation or usage and lack of fluency would also influence the perceptions of status and competence. A challenge inherent in multicultural team with differing attitudes toward hierarchy and authority is that by design, teams have a rather flat structure. But team members from some cultures that people are treated differently according to their status in an organization probably are uncomfortable on flat teams. If they defer to higher status team members then their behavior will be seen as appropriate when most of the team members are came from a hierarchical culture; but they may damage their stature and credibility and even face humiliation if most of the team members are came from an egalitarian culture. Cultures differ enormously when it comes to decision making due to the conflicting norms for decision making particularly on how much analysis is required beforehand and how quickly the decisions should be made. American managers like to make decisions very quickly and with little analysis relatively when compared to the managers from other countries that may also be the challenge too. Task 6 Management Approach The four profiles are Village Market Well oiled machine Family or tribe Pyramid of people Ethical considerations: Managers and companies need to access how different spheres of cultural influence contribute to ethnical behavior. Ethical considerations could include such things as ‘harsh capitalism’ which could include laying off workers, breakdown of psychological contract, corruption, codes of conduct, and the Sullivan Principles. Common rationalizations in explaining unethical behavior can be: It is not really illegal or immoral It serves the best interest of the individual or company It is safe because it will never be found out or publicized The activity helps the company and therefore it will be condoned and protected References: Brett J., Behfar K. Kern M.C. (2006) Harvard Business Review[online]. Available from:http://web.gsm.uci.edu/~kbehfar/Behfar-HBR%202006.pdf [Accessed 27 July 2008] Business Expectation Statistics Section, Census and Statistics Department. (2007a). Hong Kong Statistics – Statistical Tables [online]. The Government of the Hong Kong Special Administrative Region. Available from: http://www.censtatd.gov.hk/hong_kong_statistics/statistical_tables/index.jsp?htmlTableID=133excelID=134chartID=tableID=133ID=subjectID=5 [Accessed 29 June 2008] Business Expectation Statistics Section, Census and Statistics Department. (2007b). Hong Kong Statistics – Statistical Tables [online]. The Government of the Hong Kong Special Administrative Region. Available from: http://www.censtatd.gov.hk/hong_kong_statistics/statistical_tables/index.jsp?htmlTableID=134excelID=chartID=tableID=134ID=subjectID=5 CIPD. (2008) Employee Relations: an overview [online]. Available from: http://www.cipd.co.uk/subjects/empreltns/general/emprelsovr.htm [Accessed 13 July 2008] Eretz, M. and Early, P.C. (1993) Culture, Self-identity, and Work, New York: Oxford University Press. I-Change. (2008) Multicultural teamwork Communication[online]. Available from: (http://www.i-change.biz/multiculturalteamworkcommunication.php [Accessed 27 July 2008] Janis, I.L. (1971) Victims of Groupthink, Boston, MA: Houghton Mifflin. Kets de Vries, M. and Mead, C. (1992) Development of the global leader, in V. Pucik, N. Ticy and C.Barnett (eds) Globalizing Management, New York: John Wiley, pp.194-205 Pennings, J.M. (1993) Executive reward systems: A cross – national comparison,, Journal of Management Studies, 30(2), pp.261-80, p.264. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, pp.24-6, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, pp.26-7, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.29, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.30, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.31, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.124, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.151, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.165, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.167, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.168, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, pp.168-70, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, pp.190-1, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd edition, p.192, Prentice Hall. Schneider, S.C. and Barsoux, J.L. (2003), Managing Across Cultures 2nd Cross Cultural Awareness in Management Cross Cultural Awareness in Management Task 1 The FIVE most important competencies for managing internationally in my country, Hong Kong, for these three American managers of TDS are: Interpersonal Skills – If this is not the most important skill of all, it is the crucial one. This skill helps the expatriate managers to establish relationships, coordinate with others, satisfying the needs for friendship and intimacy when they are abroad. It also helps in building trust and form relationships with the people around them. The expatriate managers are often experiencing uncertainties and getting stressed when dealing things with work and personal life in a new environment. So with good interpersonal skills will be able to reduce the stress coming from every angle. Referring to a recent book (Schneider Barsoux, 2003, 190-1), the primary selection of many companies for the expatriate managers in practice is their track records on reaching their targets or getting their jobs done. Companies also would like to send those that are eager to climb further on their career ladders or those with technical or conceptual abilities instead of those with interpersonal skills abroad. These expatriates are often too focused on their personal agenda to make things happen and ignore the pressure that are given to the local staffs which would create tension at work. Moreover, feelings of mistrust and resentment of the local staffs towards the head office will also be exacerbated. Therefore, interpersonal skills should be taken into account when the American managers are being chosen to manage in a foreign country like Hong Kong. Motivation to live abroad – It is a key factor for the expatriate managers and their families to adapt into the local culture successfully (Schneider Barsoux, 2003, 192). Basically they should have real interests in the country they will live in, in order to have the curiosity to get to know it better and experience it well. It is the desire that makes them easier to understand the culture with ease. Patience and respect – Different countries have different cultures so it is necessary that the international managers have the patience and respect when dealing with the new culture. It takes time to cope and learn the differences between the culture at home and the culture of the new place so the international managers should be patient (Schneider Barsoux, 2003, 193). They also need to have respect for the local of how the things happen in some ways when dealing with different circumstances in any aspects. Cultural empathy – This is a not skill that can be easily acquired because it is deeply rooted in someone’s character to have the mentality of empathy for others with cultural differences (Schneider Barsoux, 2003, 193). It is required in order to respect the local staffs by the international managers to be a good listener to focus on what they have to say. Being non-judgmental is also important for those managers to be able to understand others’ points of views. The psychological development of a human being allows narcissism to be evolved to a point that interfere the capacity for empathy (Kets de Vries, M. and Mead, C. 1992). Managers that are narcissistic usually are self- centred and think that others are paltry or just the extensions of their own. They make the values of others hard to be recognized, let alone appreciate, because they see others as objects or tools for them to get what they want in order to achieve their goals and they also think of others as the mirrors to reflect their own glory. This type of managers would use all their efforts to prove their worth instead of considering the needs and the existing values of the other staffs. Flexibility, tolerance for uncertainty and ambiguity – These managers also need to have the flexibility, tolerance for uncertainty and ambiguity. Changing circumstances that are unexpected makes the managers face with thread of uncertainty and ambiguity because the reactions and the behaviors of the local staffs may be unpredictable. Managers are intended to reinforce greater controls and restrict on the information flow when they face this kind of tread especially during an international assignment (Schneider Barsoux, 2003, 192-3). It often results in a stereotypical response and not well adapted to the situation on hands. Although it is difficult for the managers that are usually awarded by being in charged and staying on top of things, expatriates need to ‘go with the flow’ and let go of control. Everyone doesn’t always need to go by the book because actions are often taken base on insufficient, unreliable or/ and conflicting information. Task 2 Controlling model and Adapting model are the names and characteristics of two specific models of strategy related to cultural assumptions and approaches in adapting to external environment as discussed in the literature. The differences between controlling and adapting approaches are described below: Controlling model is based on active search that is focused and systematic. The planning system of the controlling approach is formalized and centralized using expert consultants to assist in devising strategy. The information being used by the controlling method is objective, quantitative and impersonal also interpreting information relies on formal models and methods like strategic forecasting with scenario planning. The people involve in this model are those from the top management or the experts of the particular area. The decisions for the controlling approach would be made by the top management and pass down to be implemented. The strategic goals and action plans are clearly defined, articulated and it would be explicitly measured and rewarded in this controlling method. As it assumes that the environment is known to reduce environmental uncertainty. This approach is usually sequential and short term (Schneider Barsoux, 2003, 124). Adapting model is broad, sporadic, decentralized and mostly based on monitoring. It is the opposite from the controlling model, informal and decentralized. The adapting approach is personal, subjective and qualitative; the information would be interpreted by some informal methods with discussions and debate. It would have the employees involved from all across the ranks. The decisions for the adapting approach would be made by the front lines staffs, neither the people from top management nor the experts. The strategic goals tend to emerge and action plans are broad, implicit and vaguely monitored. Also it assumes that the environment cannot be readily known or controlled. This approach is long term and simultaneous (Schneider Barsoux, 2003, 124). The model of adapting approach is more appropriate in this situation with TDS because TDS is new to town and not quite familiar with the culture and environment in Hong Kong. Also the environment cannot be controlled or readily known, it would be wise to have the responsibilities to be diffused throughout the organization to make all the staffs from different ranks to get involved. Strategic direction tends to emerge when different people come with different perspective on the business point of view. The implementation should be locally determined to keep it within this strategic frame. Strategy can be refined on an ongoing basis and the adjustments can be made to any unexpected circumstances. TDS should be flexible in order to deal with any sort of unforeseen events or sudden change in any situation. A broad scan is needed in case of any subtle change in the environment and also accountability should be assigned to the collective too because everyone is involved to contribute to make things happen. Task 3 The Five methods of discovery that I would recommend to the three American managers transferring into my country, Hong Kong, are: Architecture and design – According to a recent book (Schneider Barsoux, 2003, 24-6) the most obvious artifact is the architecture and design of the building when you enter the organization. In the United States, most of the office design would be opened space with partitioned off by half walls with each individual cubicles personalized by personal interested items such as photos, plants or aphorisms. By not being able to see each other directly allows a sense of privacy to be established. Also opened doors are usually signaled as accessible and available while closed doors are indicated as a sign of privacy desire in the United States. To the contrary, Japanese prefer to have some of the walls knocked off so informal communication would not be inhibited. On the other hand, Germans experience difficulty to work in an open-plan office due they feel it is lack of privacy. Although Hong Kong has a majority of 95 percent Chinese people according to a website (The American Chamber of Commerce in Hong Kong, 2008), and was also a British colony for over 150 years, the main business partner of its own is still the United States as shown by the figures provided from the Business Expectation Statistics Section, Census and Statistics Department, (2007a) (2007b). Therefore, most of the office design in Hong Kong is followed to the same style as those in the United States. Greeting rituals – In the United States, the greeting rituals are tended to be paid less attention according to a recent book (Schneider Barsoux, 2003, 26-7). But for the other countries, the protocol is taken quite seriously. There are different forms of way in greetings such as showing respect by exchanging and inspecting business cards in Japan, greeting individual by name, shaking hands and making eye contact by French. The degree of body contact expected in greeting creates a fair amount of confusion in another part of the rituals too. In the United States, people might greet others with a hug even when the acquaintanceship is ordinary. In some countries like France, kissing hello and goodbye are common while people from countries like Hong Kong might feel uncomfortable and uneasy about it. According to a website (The Economist Newspaper Limited, 2008), handshaking followed by an immediate swapping of business cards is the most common form of greeting in Hong Kong. Dress Codes – It is another cultural artifact varies from the degree of formality. Schneider Barsoux (2003, 29) pointed out that Anglo and Asian managers do not want to get too much attention or stand out by the way they dress while the Latin managers really care about their personal style. Moreover, corporate dress seems to be color coded in some countries. For example in the United Kingdom, some women are advised not to wear suits and dresses in bright color to work such as red and some bankers of a Dutch bank even avoid to wear suits in brown. It also signals task orientation. In the United States, rolled up shirt sleeves is considered as a signal of hard working while in France means ‘relaxing on the job’. Not to mention that some US companies have designated days to encourage people to appear in casual clothes at work such as Fridays. According to a website (World Business Culture, 2008), dress codes differ base on the size of company and industry sector in Hong Kong. Men mostly wear dark suits, shirts and ties while women wear conservative suits and dresses. Trousers and causal wear are tended to be worn only on informal occasions or designated days. Written versus verbal contracts – In different parts of the world people have different definitions toward the sealed business agreements as mentioned in a recent book (Schneider Barsoux, 2003, 30). In some places, one’s word means more than a legal document while others need to put down all the details on a paper in black and white. Problems would appear when the contracts are expected by the head office to be signed, sealed and delivered from a place where one’s reputation and honor are way more valuable than some legal documents. Figures from Schneider Barsoux (2003, 30) for the estimated numbers of lawyers per capita of some countries like United States, United Kingdom, Germany, France and Japan reflect the differences on expectations. American managers will bring it to the legal department to retrieve whenever a business deal has been fell through while some other countries would sort things out through the relationship. Since Hong Kong is a Common Law Jurisdiction like most of the United Kingdom, Ireland and the United States (Wikimedia Foundation, Inc. 2008a), people most likely to expect to have a written contract over a business deal. Criteria for success – It depends on the importance of stakeholders whether it is the benefit of the shareholders, the customers or the employees. Beliefs and values differ when there are different stakeholders; there are different criteria for success. Schneider Barsoux (2003, 31) claimed that American companies only exist for the benefit of the shareholders. This might be disagreed in Japan or even shock the Japanese as they believe customers have the divine rights. Some countries in Europe such as Germany or Sweden believe that the employees have the divine rights instead. Although all these factors are crucial to the business success, you still need to have a closer look to the cultural preferences in different countries like Hong Kong. Task 4 In my opinion, the key functions for managing people and human resource management are recruitment and selection, compensation and rewards, employee relations, and career development. Recruitment and selection – This can be the most challenging and important function for managing people and human resource management. It is because finding ‘the right people for the right job’ is essential. It is often a challenge as well especially when the nature of the local labor market or the available human resources is not familiar. The company needs to understand how to access the local labor pool in order to get the equivalent people to work for the company. So finding those candidates who have the abilities and requirements to finish the task and get the job done is also hard and essential, not to mention to get those who seem to likely match with the existing corporate culture. Moreover, the standard profile of one country might be very different from another in terms of representation and the differences in education systems also play a part to make the selection difficult in selecting which person fits the profile for the job (Schneider Barsoux, 2003, 151). Compensation and rewards – The cultural differences play a role when it comes to determine the terms of reward and who gets it. Different cultures have different type of value in relations to the reward and vary to the extent in the belief that reward should be collective or individual. Pay for performance is assumed to be based on contribution or ‘equity’ instead of the belonging to the group or ‘equality’ (Eretz and Early, 1993). In the contractual view of employment, the notions of equity, ‘you get what you deserve’, are embedded while the notions of equality, ‘you deserve what you get’, correspond to the social view (Pennings, 1993). According to Susan Barsoux (2003, 165), the current trend of linking salary payment to working performances is especially suspect to be cultural related. It has been discovered that in some countries like France, it would be shocked for the French executives to have clearly stated quantifiable objective relating increased performances to increased bonus. It is because the French executives found that discussion about money and finance is such a turned off. It also provoked outcries when the merit pay was attempted to be introduced in Japan. It created uproar as the Japanese executives were scared that it would ruin the harmony of the group and might also encourage short term thinking especially when the employees only focus on the performance in order to get the bonus. On the other hand, the dominant influence in American managerial thinking is the principle of equity that each one should be rewarded based on the solely contribution by that particular person. Nowadays in the view towards team management that demands group cooperation instead of competition among individuals finds the merit-based pay in the United States demotivating (Susan Barsoux, 2003, 167). The preference between financial or non financial incentives is also related to the culture. The motivating potential of money, status, vacation time is also affected and changed across countries. Swedish would prefer to have some time off rather than a bonus because they are more concerned with the quality of life and monetary rewards are less motivating while giving time off might seem to have not much point in Japan when most of the employees only take half of their holiday entitlement (Susan Barsoux, 2003, 167). So the internationally operated companies should learn to appreciate the different values and evaluate the potential impact as well because the remuneration package is a very strong indicator of the culture and the behavior expected and also can be used in order to encourage cooperation or competition, risk taking or conservatism, and information sharing or information hoarding. The remuneration package is also a very important signal when it comes to aspiring recruits. When the company wants to attract local elite, it can choose to align itself with the local norms or the alien one when the preference of the company changes to attract the less mainstream or adventurous or those that are frustrated with the local practices and looking to be rewarded for their efforts and success (Susan Barsoux, 2003, 168). Employee relations – It is important to have a good relations and mutual understanding between the management and the staffs of the company. Any staff grievances of the company should be dealt with and well listened to in order to promote a harmony environment. An open dialogue is needed to be promoted between the management and the unions of the company to eliminate any conflicts or fictions that may occur between the staffs and the management specially when there is a new implementation of company policies. Also the employees’ political standing should be respected and well listened to especially when it is toward the company policy and issues. Good employee relations help increasing the engagement of the employees to the company so as their commitment and involvement as well. It also helps with the staff retention which is necessary for a company setting up in a new country like TDS (CIPD, 2008). Career development – National culture has an impact on career development and the natures of the managerial tasks on what management should do or be are depended on assumptions of being versus doing. The determinants for success varies across cultures when some places have it based on achieving results like the United States while in the United Kingdom having good interpersonal skills and personal connections are the keys for success at the career front. Favored career paths also differ culturally and it is bound up with cultural assumptions regarding the importance of the individual versus loyalty to the company, doing versus being, and tolerance for uncertainty. So a multinational company should make sure that the perceptions of what it takes to get to the top and the patterns of career development would include people with different skills, abilities, knowledge and perspectives (Susan Barsoux, 2003, 168 -70). With the references to managing people and HRM, I feel the four department managers, two from the United States and two from Hong Kong, should focus on during their first three months is selection because it is vital to get the right people for the right job in any organization (Schneider Barsoux, 2003, 151). Local talent may have different types of abilities, skills, knowledge and strength owing to the national values differences placed on the education so it is also a challenge to get the right people who fit the requirement for the particular job and also fit with the company culture. The managers should consider the differences in attitude towards the hiring practices in Hong Kong and also the cultural differences will influence on how to recruit as well. So getting access to the local labor pool to get the people that match with the job criteria is important too. Therefore, selection should be focused by four department managers for the first three months to get the right people in place and help them to adjust and fit into a new culture and way of life in order to make the launch of TDS in Hong Kong a success. The trade unions in the United Kingdom has a culture as a collective bargaining tool with management while the one in the United States has more of a hire and fire culture. In Hong Kong, there are four trade unions and the largest one among them is the Hong Kong Federation of Trade Unions and their main slogans are patriotism, solidarity, right, welfare and participation (Wikimedia Foundation, Inc. 2008b). Although the unions in Hong Kong are focused on the rights and welfares of the workers as much as those in the United Kingdom and the United States but they are still at the stage of establishing as the largest unions in Hong Kong was founded in 1948 while those in United Kingdom have been existed for over 100 years like the General Federation of Trade Unions (UK) (Wikimedia Foundation, Inc. 2008c) and so as those in the United States like the American Federation of Labor and Congress of Industrial Organizations was founded in 1886 (Wikimedia Foundation, Inc. 2008d). Since the United States is the biggest trade business partners of Hong Kong, most of the companies would contain the culture of the United States to remain individual. Task 5 The benefits of creating and working within the context of a multicultural team are given the larger complexity and speed of change in the international business environment. It seems obvious that bringing people together from different cultures enhance the quality of decisions taken. These multinational cultures contribute a greater range of perspectives and options with even more successful marketing strategies and ideas to attract different types of customers. It can also provide a different or new way of looking at the old or existing problems and help to promote the chances for greater innovation and creativity with the cultural differences as well (Schneider Barsoux, 2003, 218). Combining people from different cultural backgrounds also benefits the organization integration and learning so as the managerial development. It improves lateral networks for the communication and information flow. Also when bringing the people with the different cultural backgrounds together, it can be a solution to help minimize the risk of uniformity and pressures for conformity which can appear in the company when there are too many like minded people working at the same company together at the same time (Janis, 1971). Also teams that are composed by members with different profiles are far more effective than teams that are made by the best and the brightest performers or with the members who are having the similar profiles. Teams that have included a mixture of members with profiles of different areas performed better as they have the balance of roles. Different cultures have different assumptions toward the business issues and also have different ideas about the reasons of teams. So that to share information and discuss about any problem at work with people from different cultural background would often generate greater results in a dynamic way. Furthermore to the benefit of the combination with people from different cultures background would enhance the productivity for the organization. The challenges of creating and working within the context of a multicultural team are that bringing people together from different cultures is given more ambiguity and uncertainty in decision making. Also it would be much more complex in the organization from the procession to implementation due to the cultural differences in assumptions. People with different cultural backgrounds work together might create interpersonal conflict and communication problems at work. Also it would create greater potential for frustration and dissatisfactions that might lead to higher turnover of team members within the group (Schneider Barsoux, 2003, 231). The choice of language using within the multicultural team might also creates friction and misunderstanding especially when the native language for the three American managers is English while the native language for the local managers is Chinese, there is a huge scope for misunderstandings that could hamper the cohesion and effectiveness of the team no matter how fluent the local managers could speak in English (I-change, 2008). According to the personal upbringing and values, technical background and training, and also the national backgrounds can distort and filter the messages in many layers of meaning within a multicultural team that can lead to further misunderstanding and frustrations. Barriers would also be created for the multicultural team due to the direct versus indirect communication; trouble with accents and fluency; differing attitudes toward hierarchy and authority and so as the conflicting norms for decision making (Brett, Behfar Kern, 2006). Direct versus indirect communication is that in western cultures, the communication is typically direct and explicit. The listener does not need to know much about the speaker in order to interpret the context because the context of the meaning of the conversation is on the surface while the meaning of the conversation is embedded in the way the message is presented in many other cultures. Although the language of international business is English, the trouble with accents and fluency may lead to deep frustration and misunderstanding because of nonnative speakers’ accents, problems with translation or usage and lack of fluency would also influence the perceptions of status and competence. A challenge inherent in multicultural team with differing attitudes toward hierarchy and authority is that by design, teams have a rather flat structure. But team members from some cultures that people are treated differently according to their status in an organization probably are uncomfortable on flat teams. If they defer to higher status team members then their behavior will be seen as appropriate when most of the team members are came from a hierarchical culture; but they may damage their stature and credibility and even face humiliation if most of the team members are came from an egalitarian culture. Cultures differ enormously when it comes to decision making due to the conflicting norms for decision making particularly on how much analysis is required beforehand and how quickly the decisions should be made. American managers like to make decisions very quickly and with little analysis relatively when compared to the managers from other countries that may also be the challenge too. Task 6 Management Approach The four profiles are Village Market Well oiled machine Family or tribe Pyramid of people Ethical considerations: Managers and companies need to access how different spheres of cultural influence contribute to ethnical behavior. Ethical considerations could include such things as ‘harsh capitalism’ which could include laying off workers, breakdown of psychological contract, corruption, codes of conduct, and the Sullivan Principles. Common rationalizations in explaining unethical behavior can be: It is not really illegal or immoral It serves the best interest of the individual or company It is safe because it will never be found out or publicized The activity helps the company and therefore it will be condoned and protected References: Brett J., Behfar K. Kern M.C. (2006) Harvard Business Review[online]. Available from:http://web.gsm.uci.edu/~kbehfar/Behfar-HBR%202006.pdf [Accessed 27 July 2008] Business Expectation Statistics Section, Census and Statistics Department. (2007a). Hong Kong Statistics – Statistical Tables [online]. The Government of the Hong Kong Special Administrative Region. Available from: http://www.censtatd.gov.hk/hong_kong_statistics/statistical_tables/index.jsp?htmlTableID=133excelID=134chartID=tableID=133ID=subjectID=5 [Accessed 29 June 2008] Business Expectation Statistics Section, Census and Statistics Department. (2007b). Hong Kong Statistics – Statistical Tables [online]. The Government of the Hong Kong Special Administrative Region. Available from: http://www.censtatd.gov.hk/hong_kong_statistics/statistical_tables/index.jsp?htmlTableID=134excelID=chartID=tableID=134ID=subjectID=5 CIPD. (2008) Employee Relations: an overview [online]. 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