To Think for Yourself Essay Example for Free

To Think for Yourself Essay Henry David Thoreaus, Walden, is a novel focused completely around the idea of self-reliance. In the novel, Thoreau goes even more in depth into this idea, focusing a passage on the specific idea of experiencing your life solely for yourself, not through the ideas or beliefs of anyone else. He states, No way of thinking or doing, however ancient, can be trusted without proof(1616). He fully believes that a person cannot live their life based on hear say. He believes that if you have not seen or experienced something yourself to prove that it is indeed true, you are living your life based on false pretenses missing out on not only some of the greatest aspects of life, but of forming your own self. Seeing this overpowering influence of the media and others in todays society on me, as Thoreau would, this is a belief my mother has instilled in me since the day I was born. She has always told me, If you didnt see it, hear it, taste it, smell it, or feel it for yourself, then you have no idea if it is true. Overcoming the large influence of our elders, as well as the media in this generation, means stepping out against the norm and experiencing life on our own terms, in order to learn just how much more the world has to offer than someone elses beliefs. Thoreau persuades his readers by providing us with several examples of times he has proven his belief to be true. He uses this example to mock a common belief of his towns people when he states, What everybody echoes or in silence passes by as true to-day may turn out to be falsehood to-morrow,  mere smoke of opinion, which some had trusted for a cloud that would sprinkle fertilizing rain on their fields (1616). Thoreau could not have chosen a better way to define other peoples opinions than as a mere smoke of opinion because that is exactly what it is. There is clearly no such thing as a fertilizing rain, but if Thoreau did not have the untrustworthy stance he had, he would have believed this fantasy just as everyone else did. Everyone in life, especially our elders, is going to have a different opinion on just about everything there is to have an opinion on. However, what they say to be true from their time may not be true today. Thoreau provides us with the example of the elders of his time not being smart enough to find fuel, while fuel had already become the largest source of heat for his time because someone decided to go against the norm and try it (1616). Therefore this was once again a statement easily proven false with a little effort. In Thoreaus passage, it is nearly impossible to ignore his brute stance on only trusting your own experiences and opinions over any one elses. He gives an even better example why he believes this so passionately when he states, One farmer says to me, You cannot live on vegetable food solely, for it furnishes nothing to make bones with; and so he religiously devotes a part of his day to supplying his system with the raw materials of bones; walking all the while he talks behind his oxen, which, with vegetable made bones, jerk him and his lumbering plow along in spite of every obstacle. (1616). In this quote, Thoreau even uses a sense of humor effectively proving his point, as well as showing his readers it is not just elders that are not to be trusted, it is everyone. He is clearly mocking this man, for the man blatantly contradicts himself by not even realizing the animal he is using for such hard labor, survives off of nothing but vegetables. Thoreau proves the valuable point; how can a person trust what people tell them when it is this easily proven wrong? He wants us to see this is only a few of the many things that others could swear to be true, only to be proved false by a little thought from a different perspective or experience. Reading this passage and seeing Thoreaus passionate belief has brought many prevalent concerns about todays society to mind. Being influenced by what others tell you to be true, based of off their beliefs, is still as big of an issue today as Thoreau believed it to be in this passage. There is not one person alive, whether it was in ancient history or today, that has not been persuaded in some way to follow a certain crowd or believe a certain thing just because it is the popular belief or simply what that individual believes to be true. Not only one of the greatest influences, but at times one of the greatest issues on society, will always be the media. All it takes is one meager talk show host to make a statement, whether about a celebrity, government official, or religion, for the entire world to believe it to be true, proof or no proof. It is a shame how many magazines or television shows support their business by selling magazines or episodes implying or hinting at something to be true even if it isnt. A prime example of this is the US Weekly, People, Ok!, Cosmopolitan, etc. magazines, that exists solely based on gossip and popular trends, yet this is what most of the world, especially young adults, choose to read for entertainment or advise. The phrase, All it takes is one rumor, true or not is prevalent now more than ever. People today do not take the time Thoreau is saying is necessary to find out if something is really true or not. A lot of the time, they simply just do not even care. That one rumor is all they need to hear for it to spread like wildfire. Not only can this ruin the victim of the rumors life, it alters the way the believers look at life. How are people supposed to think for themselves and develop their own identity when the world is telling them exactly whom they should be and what they should believe, no questions asked? All it takes is a little courage and a small amount of time to go against the norm to see if something is true in your opinion or just in everyone elses. As Thoreau says, What old people say you cannot do, you try and find that you can (1616). In his time, there was no overpowering media as there is today so I am referring to his old people as our media today and I know from many experiences, in the grand scheme of things, it is completely worth it to find out that you can. In conclusion, Thoreaus unwavering outlook on the need to prove what others have to say to be true before blindly trusting them is still very necessary today, if not more. There are going to be times when listening to others is the better judgment, especially in the case of safety, however, relying solely on others to tell you how to live your life or view others based on gossip is a different story. If you constantly follow what others tell you to do and not to do, you will never develop your own sense of the world and the people in it through your own mistakes and perspective. You will merely be walking through life in someone elses shoes. Works Cited Thoreau, Henry David. Walden. _The Anthology of American Literature, Vol. 1_. Ed. George McMichael. 10th ed. New York: Pearson, 2011. 1193-1310. Print.

Human Resource Management of HM

Human Resource Management of HM This is a case study on HM, from a Strategic Human Resource Management perspective, based on publicly available details of HM, which has been analyzed and presented within the context of the perspective. This case study was prepared to meet the requirements of an academic exercise. HM was established in Vasteras, Sweden in 1947 by Erling Persson. HM sell clothes and cosmetics in around 2,000 stores around the world operates in 37 countries and has 76,000 employees all working to the same philosophy: to bring you fashion and quality at the best price. HM is a hugely successful multinational company. The success of HM is primarily based on the business model of entire design being done internally and centrally, manufacturing totally outsourced, but quality ensured and local retailing with hired places, local staff and local shop managers empowered to take decisions. The success, business growth and expansion plans were possible because HM have formatted their HR strategy in line with the corporate strategy. As evident from their Annual Report (2008), when they expand into new markets they do not lose sight of their core values. They have succeeded to manage all components of HRM effectively to ensure that core values are upheld in all parts, regardless of country and cultural differences. Their strategic and coherent approach in recognizing that the organizations most valued assets are the people working there, INTRODUCTION COMPANY STRATEGY: Hennes Mauritz (HM) was established in Vasteras, Sweden in 1947 by Erling Persson. HM offers fashion and quality at the best price and offers fashion for women, men, teenagers and children. The collections are created centrally by around 100 in-house designers together with buyers and pattern makers. HM also sells own-brand cosmetics, accessories and footwear. The stores are refreshed daily with new fashion items. In Sweden, Norway, Denmark, Finland, the Netherlands, Germany and Austria HM offers fashion by Internet and catalogue sales. HM does not own any factories, but instead buys its goods from around 700 independent suppliers, primarily in Asia and Europe. HM has about 16 production offices around the world, mainly in Asia and Europe. The turnover in 2009 was SEK 118,697 million. HM primarily operates in Europe, North America and Asia, and have around 2,000 stores spread over in 37 countries. The company is headquartered in Stockholm, Sweden. HM has grown significantly since it s beginnings in 1947 and at the end of the financial year had around 76,000 employees. The average number of employees in the Group, converted to fulltime positions, was 53,476 (53,430), of which 4,874 (4,924) are employed in Sweden. Around 79 percent of the employees were women and 21 percent were men. Women held 77 percent of the positions of responsibility within the company, such as store managers and country managers (AR2 2009). HMs strategy is to offer fashion and quality at the best price. HMs annual report (AR1 2009) emphasizes that quality relates to both. HMs products exceeding customer expectations, and also customers being satisfied with the company itself. The report states Taking responsibility for how our operations affect people and the environment is also an essential prerequisite for HMs continued profitability and growth. HM is driven by strong values such as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship states in annual report (2009:13). The World of HM (HM 2010) Long-term strategic plan goals of HM HM which is in the fashion retail industry. HM has stores in 37 different countries and employs over 76,000 people. The business concept of HM is very clear. It is offering to clients qualitative fashion clothing for low price. The company has its own team of designers, its own interior designer team, its own production factories, production partners and team for purchasing other brands production. It usually stock up HM cosmetics supply, making sure that those products will be cheaper than in other stores. Long term objectives are strategic plans company make for future five years. These objectives are set in seven key areas- productivity, profitability, competition, employee development, employee relations, technological leadership and public responsibility and show were company wants to be when they are achieved. Long term objectives have to be motivating, flexible, measurable, suitable, understandable, realistic and acceptable by employees. Three main strategic goals for HM for the next five years would be linked with profitability, competition and technological leadership. HM has reported a rise in sales and profits and sales for the three months to 31 August. Net profit for the third quarter of 2009 rose 4.1% to 3.46bn Swedish crowns from 3.33bn crowns last year. Sales, excluding sales tax, increased by 13% to 23.6bn crowns. So first LTO is to maintain financial stability HM has achieved. HM plans to increase sales revenues by 20% and earnings per share by 30% till 2015. Secondly as main strategy of HM is expansion, LTO in competition is to increase number of stores by 10% to 15% every year. Today HM has as 1840 stores up from 1618 at the same time last year. New stores will be open in the cities HM already has stores and also in completely new markets. In the Annual Report (2008:7), HM, CEO Rolf Ericsson states that the long term goal is to Make fashion available to everyone, give the customer a fashion experience that strengthens HM brand. They also state the goal of a 10-15% increase in the number of stores every year, which would be funded internally (2009). The aim to increase sales in existing stores, while focusing on quality and continued high profitability. How does HM want to get there? To execute its strategy HM focuses on 3 main aspects of its business concept in the annual report of 2009. Price, which is controlled by limiting the number of middlemen, buying in large volumes, relying on its in-depth, extensive expertise within the design, fashion, and textile industries, buying the right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution procedures. Design: Products are designed in-house and production is completely outsourced. Quality: Central emphasis on quality with extensive testing and ensuring least environment damage. Merger and Acquisitions: Acquisitions (like FaBric Scandinavian, the Swedish design company), and Design Collaborations (collaboration with Mathew Williamson) are adopted. SWOT Analysis (S)trengths One of the main reasons for HMs popularity is because of its trendy items for such a low price. This store offers quality clothing at department store prices which is rare for many retailers today. Strength for this company is their overall delivery time. It only takes 12 weeks to get an item from the design to its retail state which is very impressive for a worldwide, low price retailer. The average for retailers is usually about 6 months which is double the time that HM uses. They also manage to keep the stores brands fresh with guest designers coming in for different lines in the store. Some of these have been Madonna and Robert Cavalli. They also keep the prices affordable by using very few middlemen and buy large volumes cost consciously. But with these strengths come weaknesses as well. (W)eaknesses One of the strengths I mentioned above can also be a weakness for this company. Buying large volumes means that there is no real guarantee that all the items will be sold. This means that theyre already low prices may have to be lowered in order to make room for the next collection. This means that if these items are not sold in time, then the company will have to pay more for extra storage for the items not sold. Another weakness could be its wide range of customers this brand provides for. The range is for men between the ages of 18-45. This is not including the childrens clothing and maternity wear and the huge wide range of different styles they provide depending on what store you go into. This can be difficult to manage especially in a vertical company because there is no real focus on a target customer and gets more expensive to provide machinery for all these different groups of people. But with these huge leaps there are many opportunities for this company flour ish. (O)pportunities One good opportunity would be for HM is to have matching clothes for mothers and children. I think this would be a good opportunity because there are also maternity wear and childrens clothes and I think that it would appeal to a larger crowd. They would like to dress their children like them in the same styles. (T)hreats since HM is a brand that is very unique it has very few threats as far as retail chains go. One of these stores would have to be the clothing chain called ZARA. This is a store that also has fairly reasonable prices but is most famous for its rapid delivery time. It only takes two weeks for the design to make it into retail stores. Even with HMs time which is 50% faster than most retailers, cannot even compete with that time. The second threat to HM is Gap just because of their quality at reasonable prices and their wide range of people they reach as well with their vertical company as well. There is a market for babies as well as men and women Human Resources HMs corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also increases continuously. The growth target is 10-15 percent new stores each year, which means that 6,000 -7,000 new jobs each year. Their staff is spread across approximately 37 countries and come from different cultural backgrounds. Their strategy is to recruit locally whenever a new store opens as stated in the annual report (2008). The main area for which HM may have clearly articulated policies are listed below. The policy areas are based on the categorization by Armstrong (2006). Overall Policy and Values: HMs website indicates that their objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. To quote the Head of HR In order to meet peoples expectations of HM as an attractive employer, the company develops global guide lines on diversity, equal rights and against discrimination (AR1 2008).At HM, HR activities are guided by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company. This also indicates that the company has specific policies for areas such as Equal opportunity, Managing diversity, and Employee development, Health and Safety, among others. Employee Relations and Voice: HM has an open door policy granting all employees the right and the opportunity to discuss any work-related issue directly with management (AR1 2008). They also support their employees right and ability to organize and to decide who should represent them in the workplace (AR1 2008). HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider such cooperation to be essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). Promotion: In the annual report of HM (2008:34) the Head of HR quoted Internal recruitment and job rotation enable the company to grow quickly. This statement indicates that HM has policies related to promotion. Employee Development: To quote Mr. Par Darj, Head of HR at HM I tell employees, if you do not grow neither will HM (AR1 2008:34). This indicates that policies exist for this area. Rewards: According to the annual report (2008) HM focuses on rewarding people by providing more opportunities and responsibilities, and not through a promotions and job titles. This indicates that HM has policies for this area. Other areas with clearly defined policies might exist, but these are not evident from available sources. Organization Behaviour and Structure Structure: Corporate management is based at HMs head office in Stockholm. Stockholm is also where the main departments for design and buying, finance, accounts, expansion, interior design and display, advertising, communications, IR, HR, logistics, security, IT and CSR and environment are located. HM has around 16 country offices that are responsible for the various departments in each sales country. HM also has around 16 production offices which take care of contacts with the approximately 700 independent suppliers that HM works with. There are nine production offices in Europe, eleven in Asia and one in Africa. Behaviour: HM operates in 37 countries and has a work force belonging to these 37 countries because they recruit locally. HMs espoused values are stated to be the foundation for a multinational company in a multi cultural market where great respect is paid to the individual. Interviews with the CEO and Head of HR in the annual report indicate a participative culture where everyone is made to feel like a part of the companys success (AR1 2008:34). Par Darj (Head of HR) stated in the annual report the key word for continual growth is responsibility and commitment. We have committed employees and we are prepared to delegate responsibility at every level. The company encourages what it calls the The HM spirit employees committed to their work and prepared to take on new challenges, common sense, hard work and team spirit are encouraged. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, and opportunity to grow, and develop within the company (AR1 2008). Quotes from employees about the organizational climate indicate that the values above are values in use. These quotes can be found on the career section and in the annual report of HM. Based on this information; the prevalent culture appears to be primarily task oriented (Schein 1985). Such a culture can support HM HR related strategies and policies (like Open door, job rotation, freedom of association etc.). They also have a significant impact on HR aspects; Recruitment needs to focus on finding candidates with the right fit to the organizational culture irrespective of local culture, facilitating expatriation of experienced staff when new stores are opened, facilitating rewards schemes aligned with organizational culture, enabling HRD that can empower employees to take on new challenges and work in new teams. At HM, a lot of importance is given to personality development and for opportunity for the employees to grow within the organization. Various practices empowering the employees; like a Shop Manger being allowed to take independent decisions, and managing the business like an entrepreneur etc. are designed to increase employee loyalty and commitment to the organization and are great motivators (AR1 2008). The HR strategy for employee motivation; total reward with emphasis on Intrinsic Motivation (Armstrong 2006), has been proven, to be directly related to forming the success of the organization. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, opportunity to grow and develop within the company (AR1 2008) The prevailing organizational culture at HM encourages team work, supports effective leadership and provides adequate growth opportunity for employees. These HR strategic initiatives in turn make significant co ntributions to the organizational goals of continuing growth and profitability. Organization Culture HMs strong corporate culture the spirit of HM has existed ever since the days of HMs founder, Erling Persson. This strong culture is of great value and is a contributory factor to HMs successes over the years. The spirit of HM: The spirit of HM is based on a number of values that describe in simple terms how we want to work. These are in turn based on our business concept, fashion and quality at the best price. The fundamental values behind the spirit of HM are among other things common sense and own initiative. HM provide room for people to make their own decisions and take responsibility, and co-workers get regular feedback on their performance. An important part of HMs culture is to delegate responsibilities to the stores. Strong commitment and involvement are important, and co-workers are encouraged to take their own initiatives within a defined framework. Creativity and job satisfaction increase when there is a good working environment. Co-workers commitment makes a major contribution to HMs successes. HM believe in the abilities of the individual and encourage co-workers to develop further. Respect for the individual is a fundamental value at HM. This applies to everything from fair pay, reasonable working hours and freedom of association to the opportunity to grow and develop with the company. Job rotation is common at HM. In the stores, for example, duties may vary between the cash desk, fitting rooms, unpacking, display and follow-up of advertising and campaigns. Working in the store provides very important experience and is a way of getting to know HM from its very foundation. Attracting and retaining skilled staff is important for HMs success therefore HM work constantly on skills development and all training is carried out within HM. However, the biggest knowledge gain is made through active learning on the job. Information System HM has employee-scheduling system to improve its use of staff resources and maximise time spent by staff on the shop floor. The Swedish clothing company implemented. 30,000 employees swipe in and out with smartcards at the beginning and end of their shifts. The system reduced administration by recording shifts electronically and helped improve sales by scheduling shifts to coincide with the busiest times in stores. The scheduling application is linked to HMs human resources and payroll systems, which lets the retailer control staff costs more accurately. The Workforce Management application from software supplier Work Place Systems will be hosted at a data centre in Stockholm. Motivation at HM HM is a flat organization, which might give the impression that its hard to move up within HM, the organization is constantly evolving and is growing fast, thus providing more opportunities to its employees. Employees are motivated by providing new challenges; in another department, another role or, another country. HM encourages employees to try many different roles within their organization stated in annual report part 1 and 2 (2008). HM recruitment advertisements indicate possibilities like: working abroad, furthering education and learning new things. Their websites promotes that many in management today, actually started on the shop floor. HM also provides a comprehensive benefits package. HM fulfils employee aspirations by providing opportunities to take more responsibilities. Individual development versus organisational development. HMs annual report (AR1 2008) and website (Careers website), emphasize that working at HM is about commitment, both from the individual and the organization. HMs Head of HR emphasizes that organization can grow only if the individuals grow. HM wont make a career plans for their employees, but will provide them with tools to go as far as they possibly can on their own. This indicates that at HM, individuals are expected to drive their own development, within the framework that the organization provides. The organization appears to facilitate and promote cross-functional and cross-boundary development opportunities for individuals, which is aligned with their own development and growth strategies. To quote PÃ ¤r Darj, (Head of HR), We have committed employees and we are prepared to delegate responsibility at every level. I tell employees, if you do not grow neither will HM, (AR1 2008:34). This indicates that HM treats individual development and organizational development as tightly linked areas. Selection Recruitment The HR strategy, which is closely aligned with the organizational strategy to achieve continuing growth and profitability, envisages recruitment of people every year to run the new stores scheduled to be opened. For example, as per their Annual report (AR1 2008), about 6000 7000 employees are to be recruited during this financial year, to meet the requirements of the 225 new stores being opened worldwide. The planning and recruitment is based on the HR policy to recruit locally when a new store is opened. Future employees are evaluated and chosen according to certain criteria practiced by HM and based on the companys culture. They look for people with personality who can perform well within the culture, growth and motivational framework provided at HM. Par Darj, Head of HR stated, At HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. Of course, we do welcome those things, but what we are really looking for, more than anything, is people with the right personality. This is based on the belief that one can always gather skills as you go along, but personality and attitude cant be taught. Either youve got it or you dont. One of the most important things we look for is drive (AR1 2008). HM values personal qualities much more than formal qualifications. Since HM is a fast company and the tempo is always high, they need employees who are self-driven and capable of well direct communication. Hence HM recruits people who like responsibility and decision-making also it indicates that a love of fashion combined with a focus on sales is perceived as an adva ntage. These appear to form the basis for HMs recruitment requirements (and person specifications), programmes and drive its selection processes. At HM selection interview approach is usually face to face and mostly structured situational based According to Armstrong (2006) In a situational based interview the focus in on a number of situation or incidents in which behaviour can be regarded as being particularly suggestive of succeeding performance. This is followed by panel interviews and aptitude/work sample tests. It appears that candidates are filtered at each stage of the process in HM. Sources of candidates: Internal Recruitment: This is their first choice for a new job opening. External recruitment is considered only if no internal options are available. External recruitment: Potential recruits (minimum age is 16 years) are encouraged to apply directly to the local store, from the careers website. HM does not offer summer jobs or work experience placements. Buying is centralized in Stockholm, and so is the recruitment for the same. HM recruits locally to its new stores (AR1 2008). Organisational learning and management development in HM. The average numbers of training days per employee in 2008 are, 10 for new sales staff, 1 for existing sales staff and 5 for existing management positions. HM usually conducts all training in-house (classroom, stores and one to one), written and produced by HM staff. External training has been considered for some areas like buying. E-learning has also been initiated for a few subjects (AR 2008). However, indications are that HM today focuses more on on-the-job, just- in time, hands on learning. For example, when they opened their first HM store in Japan, locally recruited employees were sent to Norway and Germany for gaining experience in existing operations. Also, during the sales intensive opening phase of a new store, colleagues from other countries are brought in temporarily (AR 2008). The head of HR quoted in annual report (2008:34) As an employee of HM, you can be an entrepreneur and you will be given responsibility early on. HM claims to provide structured opportunities for on-the-job, hands on and work place based training. To summarize, it appears that HM focuses on experiential Self-directed learning today as defined by Armstrong (2006), however, they are moving towards incorporating a blended approach with including simulation and e-learning. Ensuring Learning and Development opportunities for its employees is an integral part of the HR strategy at HM (AR1 2008), and these essential ingredients contribute significantly to the success of the organization. Human Resource Development is a continuing process at HM, the new recruits being sent to already existing shops for gaining valuable experience, experienced employees being brought to new shops to support the new local recruits during the intensive opening period activity etc. This is critical to the process of organizational learning and helps them climb the learning curve faster. Keeping employees highly motivated is essential to the success of HM, due to the nature of its business of dealing in high fashion consumer goods. The various concepts that can be adopted to increase performance (like job satisfaction as a reward management tool) are very effectively employed and as the employees themselves state, they are happy to be there and every day is a challenge (AR1 200 9). Expectancy Theory, which states that if individuals feel that the outcome of learning is likely to benefit them, they will be more inclined to prove it (Armstrong 2006) has been proven on the shop floors of HM. The HR practice of giving responsibility to the employees early on in their career, treating them as entrepreneurs rather than just employees is a definite and positive step towards their development. Considering the employees as capable of shaping its results and improving it in big and small ways and is key to HMs approach to learning and development. Reward Management The reward management process of HM and its potential influence on human resource management. HMs careers website indicates that the company offers a comprehensive benefits package, which includes staff discounts, incentive bonuses, company sick pay, private health care a pension scheme. Share options are not provided. The head of HR, indicates that they do not consider titles and pay structures as motivational tools. Opportunities to fulfil an employees aspirations by wanting more responsibility, as a means of getting on with in the organization quickly, are provided. Apart from these, as stated by different categories of employees on the careers site and the annual report, the main reward is the job satisfaction they derive. Thus, HM appears to provide a total reward framework, with greater emphasis on relational rewards even though transactional rewards are provided (Armstrong 2006). HMs reward management is consistent with other HR areas, including organizational culture, recruitment/selection etc. and is also in sync with the overall HR strategy of open doors, job rotation etc. which is essential to fulfil HMs strategy of fast growth. HM has implemented the concept of Total Reward Management very successfully. Apart from the financial compensation, job satisfaction as a reward has motivated the employees to perform and contribute their maximum to ensure customer satisfaction and business success through increased sales. This is evident in the statements by the employees from various levels on the HM website. As a stated policy, there is more emphasis on personality development through delegated authority in the decision making process and greater autonomy to local elements of the organizational structure. Being a multinational company with employees of different cultures, this decentralized decision making process and empowerment of employees have proven direct impact on the success of HM (AR1 2008) Various techniques associated with basic motivation have been given more importance and priority than the extrinsic aspects. Work environment related parameters like leadership, employee voice, recognition, achievement etc. have been built in to the HR policy and practiced to leverage the critical business goals of continuing growth and increased profitability. Performance Management HM has adopted a strategic and integrated approach to achieve organizational success through improved performance of its employees. HM employees have been told that the growth of the employees and the organization are closely linked (AR1 2008). The practice of Shop Managers going through a process of reviewing that days business with their subordinates on a daily basis is part of the performance management activity. This underlines the fact that HM has recognized the importance of such a practice, and built in that process by which managers and their subordinates work together, agree on what needs to be done and how it is done. They are able to plan, prioritize and develop their sales team in a customer-focused environment (AR1 2008). At HM a shop manager is in charge of the daily running of the store like running their own business. The HR strategy of delegating authority for managing the shops activities is a key factor contributing to the success of the organization. Managing Diversity in teams and groups HM is expanding its business to open new shops in countries where they are currently not present. By their HR policy and procedures, when a new shop is opened the staff recruited locally. They also have the practice of job rotation and movement of employees from one location to another based on internal recruitment (promotions). This brings together people of different cultural back grounds together in the same team, and successfully managing such a team is crucial to the success of the organization. The HR strategy is, not to have very rigid procedures, and the corporate culture of respect to the individual. As stated in their Annual Report (AR1 2008), the HR strategy ensure the following: 1. In order to meet peoples expectations of HM as an attractive employer, company develops global guide lines on diversity, equal rights and against discrimination. 2. HMs objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. The whole of their activity is shaped by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company (AR1, 2008). 3. HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider that cooperation is essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). (AR 2008) HMs success in executing their strategy of continuous international growth and expansion, while maintaining its Swedish organizational culture, indicates that its HR practices have contributed to the successful management of diversity in teams and groups. Recommendations Conclusion Issue and challenge at HM could be: nurturing and maintaining a balanced relationship with employees. Line managers may need good awareness of their reporters aspirations, to enable motivation by providing responsibilities and opportunities al

Remember The Titans Essay -- Movies, Film, Coach Herman Boone

In 1971 Coach Herman Boone replaced a popular, successful white coach at T.C. Williams High School in Alexandria, Virginia, in that community's effort to finally integrate its schools. The school and community were angrily divided by the federal integration order, and the volatility of the situation was heightened by the abrupt demotion of Coach Yoast and Boone's promotion to Head Coach. In this movie Coach Boone is on a mission to try to get the white and black players to unite and play together as a team. He wanted the two races to become a team. Around that time, there was a lot of racism and a lot of schools were segregated, so the players obviously didn't get along with each other at first. A lot changed when Boone replaced Yoast for the head-coaching job for the Titans. The city had a hard time accepting the fact that the Titans now had a Black man as head coach. Coach Yoast agreed to be assistant coach and convince the white players to play with the black players. Now it was t ime for them to go to camp to see what they were really made of. They were ready for camp and ready to get on the bus. At first the busses were separated by Blacks and Whites, but Coach Boone didn't want that he wanted them to sit together. So one bus had the offensive players only and the other had defensive players only. He wanted the players to get along, so he sat one black player with one white player on each set of seats and told them that the player they sit with would be their roommate. It still didn't work out when they got to the camp. They still had their differences and wouldn't get along. When practices began they wouldn't have each other's back. The white player would miss a block just because the person he was blocking for was Whi... ...al speech about being a perfect team, and that got the team ready for the second half. He said "We aren't perfect but this team is perfect, because we haven't lost a game until now." Coach Yoast said, "I don't want the other team to gain another yard." He said that before the second half started. The Titans ended up winning the championship and it was a great success story. In this movie I learned that you can never be quick to judge people based on their color, or the way they look, because their look doesn't tell you if they are nice or good people. This movie teaches you great lessons about life and shows that it takes hard work to succeed and to make a good team. Chemistry is one of the key things. Everyone should get along, and there should be no conflict between teammates. I have also learned that you shouldn't judge someone based on the color of their skin.

When will child labor cease to exist? Essay -- Essays Papers

When will child labor cease to exist? Child labor is and has always been a difficult problem to address. In the global market system which exists today, the problem has become that much more difficult. Now more than ever before, markets are interdependent, and the regulation and governance of them is a convoluted process to say the least. The regulatory structure is not intact; no one knows who will regulate such issues, internationally and locally, governmentally, and in the private sector. Also, current economic practice makes it difficult to in one broad stroke ban the practice of child labor, for fear of eliminating the nation’s area of comparative advantage, cheap labor. Not only is the problem of child labor one of economics, but it is also one that raises very difficult ethical questions. This paper will attempt to weigh the economic factors both locally and internationally, against common ethical principles which are certainly to be raised when one discusses child labor. Based upon the situation some specific sectors where the practice of child labor is taking place. Depending upon the economic conditions of a country, and other external factors, some families could be faced with the prospect of starvation if their child is not earning some income to ensure the survival of the family. One question that is raised early in the analysis of child labor is, is child labor categorically wrong? The practice of child labor was a long standing institution in many western European countries, and had a general glint of acceptance. It was only in the nineteenth century that we find the rise of the contemporary ideal of childhood emerge, and the wave of anti child labor sentiment reach a stage where it faded away ... ... practice of harmful child labor obsolete. The institution of education is the most important aspect to building economies to a point where they may rise out of the child labor trap. Education must be gradually intra nationally and internationally be subsidized, while simultaneously providing some form of economic aid or reform to these countries that make it possible for the families in these poor countries in Asia and Africa to keep their child out of dangerous labor, and in school. What is in essence proposed, is a gradual effort of the international community. Bibliography http://econ.cudenver.edu/beckman/econ4410/basu.pdf http://www.unicef.org/protection/index_childlabour.html http://www.nclnet.org/clc.htm http://www.hrw.org/children/labor.htm http://www.hrw.org/wr2k2/children.html#Child%20Labor http://www.empereur.com/DOC/Child_Labor.html

Saturday Night and Rome,the Open City :: essays research papers

Italian neo realist cinema and British social realist cinema have some similarities in some ways. First of all we may say both of them breaks through dimensions for the individuals of their culture. They try to give tensions about the war. Both gives us a perspective to look at the cinema as a natural eye. The important thing is to able to look and see as Berger’s said. (John Berger _ Ways of Seeing) So I will try to give a brief story of two films from these fields. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Saturday night and Sunday morning †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Rome Open City The most significant film of the 1960s British new wave in cinema, Saturday Night and Sunday Morning was in many ways the most influential of the group, with its powerful anti-establishment stance, unblushing treatment of sex and working class protagonist: Arthur Seaton was something new in British cinema. While other films of the period have dated somewhat, most of Reisz’s ground-breaking film looks as fresh and powerful as ever, and it's valid to observe just how good Albert Finney was in the role of Seaton†¦ Set in the gray industrial town of Nottingham, Alan Sillitoe's novel SATURDAY NIGHT AND SUNDAY MORNING, with all of its black realism, is successfully adapted to the screen with a powerful performance by Albert Finney in his first starring role. Director Karel Reisz draws on his work in documentaries to give the film a sharp eye for the look and feel of northern England. Arthur Seaton (Albert Finney) is a young man trapped in a mindless factory job, intrinsically r ebelling, but without any focus to his anger. He spends his Saturday nights getting drunk and his Sunday mornings fishing. His affair with a married neighbor, Brenda (Rachel Roberts), seems to please him only for its risky illicitness. Their love scenes are controversial for the palpable expression of real sexual pleasure that Roberts shows in the role of an ordinary English housewife, and because of the fact that she receives, from a handsome younger man, the sexual fulfillment that her husband can not provide. Arthur's best friend Bert (Norman Rossington) shares Arthur's resentment but avoids his self destructive ways. Arthur gets into increasing trouble when he impregnates Brenda (Rachel Roberts), the neglected wife of Arthur's mild-mannered co-worker Jack (Bryan Pringle). Abortions were illegal at the time, although often hinted at in British films. In the story that follows, we see this insolent rebel bluster his way through some of the formative experiences of his young adulthood.

Future Goals Essay

Everyone should hold ends when they are seeking to accomplish a specific undertaking. A good illustration of when ends are of import to hold is when you’re planning to go to college. Therefore. I have developed three personal ends that I consider of import in accomplishing during my clip here at WEHS. First is the end of run intoing other people that have the same calling field that I do. Second. I would wish to better myself utilizing instruction. doing me a better good known single. Third. and eventually. I would wish to graduate from WEHS and attend Texas A & A ; M University in Corpus Christi. With the ends that I have listed. I feel that it will profit my hereafter and educate me further in the condemnable justness field. First. my end of run intoing other people that have the same calling involvements as I do or hold already been in the condemnable justness field. In order to accomplish this mark. I am traveling to speak to other persons that have already worked as Attor neys. Besides. if they are willing to speak to me about past experiences they can give me tips and other information that they have learned and are willing to assist other people learn from their errors. Furthermore they will be able to give me ideas sing what it will take for me to acquire my pes in the door in the Criminal Justice field. I feel that I will non hold a job speaking to people that already work in the field because I have learned that people experienced in this type of thing are friendly and are willing to assist others because helping others is what this calling entails. For that ground. meeting others that have the same calling aspirations as I do makes this end an highly of import 1. My 2nd end of bettering myself and going a well known single will do me a better individual. Education is what runs the universe and moves our economic system. In today’s society. instruction is improbably of import and if you are educated. you will be given more respect than those who are less educated. Without it. we would non be able to carry through the many undertakings society demands completed in order to last. Furthermore. I would non be where I am or who I am today without the instruction I am having here in WEHS. Due to my old ends. I believe that I have achieved a great trade in life and wish to foster my schooling. and be able to accomplish higher purposes in my hereafter. Besides. some of the personal ends that I have set for myself will necessitate a higher degree of instruction and the cognition that the University Of Texas A & A ; M will give me will assist me to accomplish my achievements. My 3rd and concluding end is to graduate WESH and go to the University Of Texas A & A ; M and have a grade in Criminal Justice. I will be able to accomplish this grade by go toing the categories that the University will be able to supply for me and my ain committedness to finishing them. By making these things. I will have the grade that will non merely set me on the right path to my hereafter. but besides lead me beyond the calling ends that I have set for myself. It will give me the option of traveling up in ranks in condemnable justness field that would non be possible if I wouldn’t have the ends I have set for myself as of now. Therefore. I will accomplish the ends that I have set Forth for the growing of my hereafter. Goals are vastly of import to hold and everyone should hold them written down if they want to be successful. Without composing them down. they would merely be impressions and most probably would merely accomplish thoughts. non ends. As a consequence. I have written down the ends I spoke of above and will seek my best in making them. Meeting other people in my calling field. going a well known single. and having my Condemnable Justice grade are of import to my hereafter. With these ends. I will carry through my educational ends at the University Of Texas A & A ; M and it will put me up to carry through my personal calling aims that I have set for my hereafter. Besides. if I keep on path. my hereafter will look bright and I will hold an exciting life in the old ages to come.

Internal and External Factors of Management Essay

Introduction Businesses rely heavily on the four basic functions of management Planning, Organizing, Directing, and Controlling; however, the skilled management of internal and external factors will ultimately determine the longevity of the company. Management teams are measured on how quickly they can build a company over a short period. However, the real measure is how well a company can continue to grow. Company success is continually evolving as the world changes, making it difficult on management teams to adapt as internal and external forces mold new paths. Google is a prime example of a leading company who must constantly evaluate their business objectives to keep up with the changing technological landscape. Traditional business models use a top down approach may leave the company unable to change, as the business leader is unable to change. â€Å"It is noteworthy that neither Larry Page nor Sergei Brin, Google’s founders, has proclaimed himself â€Å"chief software architect,† the badge Bill Gates wears at Microsoft† (Hamel, 2006) Instead the founders have designed a concept the makes every idea stand on its own merits. Internal and external factors such as Globalization, Technology, Innovation, Diversity, and Ethics carry large weight in management strategies and the method in which ideas are executed. Planning Planning is the first of the four management functions. Google manages to plan for their future by recognizing that planning requires research and development. Investing in new technologies takes time and money, and not every cent or minute can be dedicated to research without other sources for income. This is why Google invest in smaller companies to fund the evolution of change in the technological world. So even though the company’s overall growth may experience slow periods the overall income will continue to grow with the acquisition of these multiple smaller companies. Organizing Organizing is attracting people to the organization as well as assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. â€Å"Google is famously elitist when it comes to hiring. It understands that companies begin to slide into mediocrity when they start to hire mediocre people. Google’s grueling hiring process, akin to a Mensa test, values nonconformity nearly as highly as genius.† (Hamel,  2006) Google also allows their employees 20% creative time, which is off budget, and off project. This off shift time can attribute to some of Google’s most profitable ideas and software implementation. Providing the creative outlet for the company’s highly creative employees has yielded great results and is part of Google’s overall planning model. Hamel, G. (2006, Apr 27). Management a la google. The Wall Street Journal Asia. Retrieved from http://search.proquest.com/docview/315425991?accountid=35812 The ultimate test of any management team is not how fast it can grow its company in the short-term, but how consistently it can grow it over the long-term. In a world where change is relentless and seditious, this demands a capacity for rapid strategic adaptation. In many cases, companies haven’t been changing as fast as the world around them.What the laggards have failed to grasp is that what matters most today is not a company’s competitive advantage at a point in time, but its evolutionary advantage over time. [Google] gets this. While Google’s growth will inevitably slow, there’s a good chance that its revenues will arc upward for years. Why? Because its novel management system seems to have been designed to guard against the risk factors that so often erode an organization’s evolutionary potential: When power is concentrated at the top, a tradition-bound executive team can hold a company’s capacity to change hostage to its own ability to adapt. That’s why it usually takes a financial meltdown and leadership change to set a company on a new course. It is noteworthy that neither Larry Page nor Sergei Brin, Google’s founders, has proclaimed himself â€Å"chief software architect,† the badge Bill Gates wears at Microsoft. Rather than assume they’re infallible seers with a divine right to dictate Google’s next strategy and the one after that, Messrs. Page and Brin have created a Darwinian environment in which every idea must compete on its merits, not on the grandeur of its sponsor’s title. Google understands that even as it’s ramping up today’s business model, it has to be buying options on the future by creating a lot of little â€Å"Googlettes.† Evolution demands a lot of new experiments; but experimentation takes time and money, scarce commodities when every hour of time and every dollar of capital have already been  allocated to some â€Å"mission criticalâ⠂¬  project. That’s why every Google developer can spend up to 20% of his time working on off-budget, out-of-scope projects. This time is more than a perk; it’s Google’s seed corn for the future. The payoff? In one recent period, more than half of Google’s newly launched products could trace their origins to a 20% project. You have requested â€Å"on-the-fly† machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated â€Å"AS IS† and â€Å"AS AVAILABLE† and are not retained in our systems. PROQUEST AND ITS LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL EXPRESS OR IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION, ANY WARRANTIES FOR AVAILABILITY, ACCURACY, TIMELINESS, COMPLETENESS, NON-INFRINGMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Your use of the translations is subject to all use restrictions contained in your Electronic Products License Agreement and by using the translation functionality you agree to forgo any and all claims against ProQuest or its licensors for your use of the translation functionality and any output derived there from. Hide full disclaimer Translations powered by LEC. Translations powered by LEC.