Ford Business Environment Essay

Ford Motor Company is one of the greatest automobile manufacturers of all time. They started under Henry Ford in Detroit, Michigan. Ford had a skill for craftsmanship when he built an experimental car in 1896. It was a twin cylinder engine with potential of 20 mph. In 1899 he left his job in order to organize the Detroit Automobile Company. Ford’s first production was in 1903, the Model A, with an under the floor engine selling for $850. In the first season it sold 1,708 cars. After World War II production slowed down until the entrance of the 1949 line. At this time power units were new along with the automatic transmission in 1950. Great automobiles were manufactured in the coming years. The sporty Ford Thunderbird was introduced with 5.1 litres and capabilities of 113 mph. In 1958 it became a convertible with five seats and a strengthened structure. Major restyling occurred in the late 1950’s with such automobiles as the Falcon, a compact car, with the help of General Motors and Chrysler. During the 1960’s competition increased and Ford had to become innovative in order to remain one of the top manufacturers. They put their minds together to create the Ford Mustang in 1964, a compact semi GT with four seats, at a price of $2480. The automobile had a 4.7 litre V8 engine with speeds exceeding 110 mph. The car was a great success and remained so until the present day selling over 500,000 in the first year and a half on the market. During the coming years Ford realized its potential. They have created some great cars including the Thunderbird, Model T, Fairlaine, Galaxie, Falcon, and Mustang. They have also increased their production well into the 1980’s and further with the offerings of four wheel drive pickup trucks and all terrain vehicles such as the Bronco, Jeep, F series, and Ranger. They became increasingly aware of needs for change such as colors, convertibles, hardtops, and number of doors. With increased production, innovative styles, low prices, and customer satisfaction Ford Motor Company has become a worldwide leader in the manufacturing of automobiles.

The Decline in the Ecological Quality of the woodland, Heathland and Wetland Areas in the New Forest

The New Forest, a landscape enjoyed by many as a wonderful break from the bustle of city life, An abundance of species rich habitats, a place of solitude, as open space to be valued and conserved for both present and future generations. To many the New forest may seem an unchanging mosaic of forest, heath and wetland interlocked with small rural settlements whose traditional character seem almost timeless. However beneath this uniquely picturesque landscape lies an environment which is both complex and forever changing, a landscape which through history, has been heavily influenced by man and his activities. The precise role of man and the influence he is having upon the natural environment often creates a complex set of management issues. These issues embody not only concerns for the environment but often have economic implications for the wider community. The New Forest is a good example of this; it has many conflicting uses and hence requires management. Figure two displays this range of habitats. Habitat Area/ha Heathland/Acid Grassland 11740 Valley Mires and Wet Heaths 238 Unenclosed Deciduous Woodland 4049 Statutory Silvicultural Enclosures 8100 Unenclosable (open to exercise of common rights) 19028 Fig2: The proportions of different habitats It is the largest area of unsown vegetation in lowland Britain. Each habitat is affected differently by different uses, which in the past may have caused a decline in their ecological quality, it is both these uses and the management strategies associated with them that will be the focus of this article. History of Landuse and Management The forest became appointed to the crown as Royal Forest nine hundred years ago, it was used as a reservation for deer and domestic stock. This grazing and browsing limited the regeneration of trees and shrubs. It is currently under the management of the Forestry Commission as detailed in the Forestry and New Forest acts. The Forestry Commission is responsible for the ancient and ornamental woodlands and their timber enclosures this is refered to as the ‘Crown Land'. They are required to give priority to conservation of the forests traditional character. They practice forestry in the Silvicultural Enclosures and have a responsibility for managing the unenclosed forest. The New Forest Heritage area will be referred to as the ‘New Forest'. The common land within the perambulation will be referred to as the ‘Open Forest'. Privately owned and fenced lands will be refered to as ‘Enclosed lands'. Fig 1:Dockens area Fig 3: The New Forest Heritage Area Ten Verderers became responsible for management of communal animals depastured in open forest. They regulated the right of the common promoting the improvement of grazing for the commoners. However these days there are strict guidelines which commoners must adhere to, to try to ensure the retention and sometimes improvement of the landscape quality. In July 1994 the government recognised the New Forest as a unique area giving it similar protection as a national park. It also possesses other designations, it is a SSSI although this offers protection from development it offers little in the way of conservation. In 1996 the New Forest Committee published a management plan entitled ‘A strategy for the New Forest' its individual aims and strategies will be assessed throughout this article. The Committee represents the principal central and local government organisations in the forest who include Countryside Commission English Nature Forestry Commission Hampshire County Council New Forest District Council Verderers of the New Forest Salisbury District Council Test Valley Borough Council Wiltshire County Council (as Observers) Country Landowners' Association National Farmers' Union (as Observers) The development of a management strategy like The New Forest Strategy is important as it recognises the interests of all groups concerned, although the participation of so many organisations that often have conflicting interests may often make management difficult. Today most of the New Forest exists as a pastoral economy based on the exercise of common rights and grazing. The community of farmers made up of between three to four hundred commoners depend upon this for their livelihoods hence the combination of this and conservation makes management more difficult. It is thought that grazing has had a greater effect on vegetation than peat cutting and deforestation, indeed it is thought the landscape has evolved to its present state through the effects of grazing. In each area ecological quality is affected differently by a variety of different uses, so it will be necessary to assess the decline of each one in turn. Woodland Although there are both Silvicultural enclosures and ancient unenclosed deciduous woodland it is the later that possess the most nature conservation value. The silvicultural enclosures though contain approximately 40% of Oak and Beech some containing unmodified former pasture woodland. Because these enclosures have been less grazed than the unenclosed woodland contain many rare plants including bastard balm and the lungwort. These enclosures also contain large populations of predatory birds such as Buzzards and sparrow hawks. Fig 4: Native trees during flood Oak and Beech dominate the unenclosed deciduous woodland, Oaks being more dominant on heavier soils varying in proportion. Under this canopy Holly dominates along with maple and hawthorn. Older oaks contain the richest woodland lichen flora in Lowland Europe while insectivorous birds colonise decaying timber. This area is open to the exercise of common rights and has been for many years, indeed this habitat is Semi-natural, and exists as a Plagioclimax. There has been much research to determine whether this grazing of domestic stock has caused an ecological decline in these forests The animals can be very selective hence the less edible plants may become the most dominant. As a result much research has been undertaken to assess the effects of grazing on woodland. This is in many ways an attempt to determine the level of grazing necessary to prevent further damage to the environment and slow down any ecological decline associated with it. During 1960 Dr George Peterken established ‘The age structure of the enclosed woodlands was related to fluctuations of large herbivores since at least the eighteenth century'. He also found that the most recent periods of regeneration of woodland were 1860-1910 and 1930-1945. The first of these followed the killing of most of the deer population after the order of the deer conservation act in 1851, while the second was due to a slow market and a corresponding reduction in stocks. This had a dramatic effect on the landscape and remains proof of the limiting effect of grazing both on woodland quality and area, as it followed the generation of new trees in adjacent areas. However nowadays commoning has been more intensive and there have been too many invertebrates to allow such natural regeneration. Clearly Herbivores influence species composition and age structure of woods so much so that in the New Forest today elm lime and hazel no longer make up the canopy of the majority of woodland. Research by Prof. Barber of Southampton Univ. has highlighted these reductions in diversity. His pollen diagrams show that elm and lime die out suddenly. He attributes this to them being felled and failing to regenerate. He has also documented a decline in hazel and its disappearance recently. Documentary evidence from 16th and 17th centuries shows hazel to be common. All of this evidence shows a slow increase in browse resistant holly, a decline in ecological quality, which can only be attributed to selective grazing. In comparing this to private forest of similar edaphic quality that has mainly been coppiced we find hazel still abundant along with a rich herb layer. This is in comparison to the sparse herb layer of the grazed area, which comprises of around a poor thirty species. The ungrazed area also contains many lichens and deadwood invertebrates, hence a wide variety and species richness. Management of Woodland The New Forest Committee in their Strategy for the New Forest recognises that ‘Grazing in open forest by sheep and cattle has a strong influence on the age regeneration and species type of the vegetation' They also recognise that the numbers and proportions of ponies to cattle have a significant effect on the ecology of the forest. It refers to ‘The Lingworth Report' on grazing. It suggests that pony and cattle premium schemes and marking fees should be used as a mechanism for influencing numbers turned out. Recent research however has shown that social and cultural factors play a greater role in decision making. The report recognises that commoning is poor source of income for commoners and that restrictions on landuse and stock numbers may have profound effects on their livelihoods and the local economy. The Forestry commissions policy is ‘to conserve woodland as an essential component of the traditional character of the forest'. Part of the ‘New Forest review' recommends that ‘The maximum feasible area of native area of broardleaved component should be grown on the longest feasible rotations, and the possibility of restoring some conifer plantations to broardleave should be investigated'. Such recommendations are encouraging for conservation however the actual implementation may be more difficult to put into practice, while the affects of any recent measures are too early to assess. Unfortunately it is difficult for the Forestry Commission to assess the extent of deterioration or have any control over development in the privately owned forests. This is identified in the ‘Strategy for the New Forest', it recognises ‘Changes in the design and siting of new planting, changes in management practices and species composition and loss of hedgerows all have important implications for the forest as a whole' Indeed comparison of the area today to that recorded in the New Forest by English Nature during 1994 shows a reduction in quality of the landscape. It identified 94 sites supporting ancient woodland amounting to 2330ha in privately owned areas. The Report identifies that 37% of ancient woodland from these areas has now been replanted with conifers. Heathlands These are the result of mans activities particularly burning over the last three thousand years and are hence regarded as Semi-natural. Heathlands similar to woodlands have been grazed throughout history. Some heaths were part of the commoning system these are outside the Crown lands and have been enclosed since the 19th Century. Some heath is unenclosed on higher ground. The fringes of the forest in the west have extensive heaths. The heaths inside the perambulation have become degraded through recreational use and gravel extraction, this has contributed to much fragmentation and a reduction in this habitat. Scrub encroachment has become a particular problem and has led to a reduction in bio-diversity through competition. Grazing by Ponies is believed to have led to the rapid decline in populations of Dwarf Gorse an important component of the heathland. The evidence is indicating that grassland is expanding while heathland contracts and this is leading to a decline in the ecological quality of the forest. It is thought and shown by observation that this is apparent where there is intensive grazing and trampling. In 1973 Dr Colin Tubbs showed that areas of heath that had been burnt failed to regenerate due to the grazing pressure. Heathlands support birds like the Dartford Warbler, which in the New Forest has been put under threat by grazing. In 1974 Colin Bibby conducted a national survey of Dartford Warbler populations he concluded that burning and heavy grazing had reduced the birds habitat namely the heathlands, and had hence he attributed a decline in populations of Dartford Warbler to this decline in habitat. It is thought by entomologists that insects particularly butterflies were more frequently sited during the 1930's. However this is difficult to place certainty on as much of the data is unreliable. They have found that species such as High Brown, Dark Green, Pearl Bordered and many other rare species, which were abundant, are now confined to local areas. During the 1930's there was less grazing, both this and the higher diversity and this can be said is proof of this ecological decline. Colin Tubbs has expressed concern over buzzard populations who rely on heathlands as their habitat. Competition with large vertebrates is causing them to decline through limiting the number of small ground vertebrates such as rabbits by over grazing. This is the underlying Hypothesis surrounding much of Colin Tubbs work in this area. He established in 1973 that there was a large fall in buzzard production with only one out of six pairs known to rear young since then the number of successful pairs has stayed below the levels during the 1960's. This followed a large fall in the number of small rodents counted in southern England during 1970. It is difficult to place much reliability on this data. The grazing by ponies continues to be intensive and remain so unless the Forestry Commission takes action. Actions such as the erecting of fences are of little use, as Ponies seem to have a remarkable ability to leap over fences. The Forestry Commission has had to dedicate time to the removal of Ponies and this can often be very costly. Management Of Heathlands The Heathlands are managed by the Forestry Commission, during 1986 the New Forest Review group recommended that some conifer or open woods should be returned to open heathland to reduce there decline, purely in the interests of conservation. The Forestry Commission has already started this holistic approach away from the economic needs of forestry to those of conservation. Many of the proposals outlined in the ‘Strategy for the New Forest' aims to: ‘work with landowners to conserve and extend heathland reinstating traditional management where possible' RA3.73b.8. This will be possibly hard to implement, as the economic needs of commoners may be difficult to overcome in the pursuit of conservation. This may only be possible through the adoption of joint marketing of Forest animals and produce to offset the financial implications of this proposal. This is outlined in section 4.1.6 of the report. The Forestry Commission is responsible for the management of the majority of these areas and there is a tendency for their economic implications to override those of conservation. Management also aims to: ‘Raise awareness of the ecological importance of heathland and encourage local support for its conservation' [RA3.7c]. This is important as raising awareness of the public can lead to involvement through voluntary organisations which can lead to a reduction in expenditure by government and an increase in the amount of positive management for conservation. Although this is hard to implement as it often involves some expensive form of interpretative media. All these policies aim to restore and recreate heathland, although the effects of these actions to the problems already discussed are not yet visible. Wetland's The New Forest possesses ninety valley mires of which there are only 120 in the whole of Europe, these have high conservation importance. Draining during the 1950's and 60's has lead to a reduction in the ecological quality of these environments. Restoration of these areas is important as some pockets contain unique flora and flora, an immense biological richness. They provide both grazing and water for forest animals. Rare species include slender cotton grass (Eriophorum gracile), bog orchid (Hammarabga paludose) which are very rare in Southern England. The Forestry Commission previously had a duty to drain many mires in an effort to fulfil the statutory obligations of ‘The New Forest Act of 1949'. Unfortunately it is only recently that the importance of this habitat ecologically has become realised. It is now part of the ‘New Forest special area of conservation' and is both a ‘RAMSAR' wetland and a ‘SSSI'. The most important Mires are located in the Crown lands. The wetlands also include many rivers and their floodplains, while there are historic water meadows and fifty ponds, these also posses high bio-diversity and require management. Many of the streams are rare due to there acid nature hence they support rare species. There has been a reduction in the ecological quality of these areas by modifying or straitening of the marine channels. Low levels in the Rivers and streams have been attributed to a lowering of the water table by boreholes and streams. Management of Wetlands In relation to rivers and streams, the ‘Environment Agency' has developed a ‘Catchment management plan' for the New Forest. Which is concerned with the future management of these areas. The recommended actions associated with this management I am unaware of. In relation to mires the Strategy aims to: ‘Restore and enhance damaged valley mires' [RA3.8b]0 This involves techniques to slow the flow of water restoring levels of water to how they were before drainage. This is achieved by installing small dams along small ditches in an attempt to drain the mire. It tries to mimic natural channel blocking; it is hoped that this will halt headwald erosion. Deep channels have developed in some places, which are a hazard to livestock and damaging to the mire. ‘The Forestry Commission' has been aiming to infill these with local material to hope that they blend in with surrounding heathland vegetation. Again many of these important areas of conservation occur in the Crown land i.e.- Mires. In one of its recommended actions the Forestry Commission work with land managers and advise them in areas where conservation may not be the land managers highest priority. In Relation to this the strategy aims to: ‘Identify wetland features important to the traditional character of the New Forest and work with landowners/land managers to secure their conservation.' [RA3.8a], see also RA3.3c0 It is clear now that the New possess a very complex range of management issues and that successful management will require great co-operation between all groups who have an interest for one reason or another in the New Forest.

Organizational Culture, Reengineering Services Process, and HR Organization Description Essay

Magneti Marelli Holding S. p. A. , a division of Fiat, is headquartered in Corbetta, Italy, and is an international manufacturer that designs, produces, and supplies high-tech automotive components. The primary product range is engine control systems for gasoline and diesel engines. Magneti Marelli is currently present in five continents and 18 countries (Fiat, 2010). To create a more consistent environment in the global process, World Class Manufacturing (WCM) has been implemented in all Fiat manufacturing companies. World Class Manufacturing is an international methodology for the organization of the manufacturing cycle to manage plants in accordance with the best standards. The application of WCM principles and methods resulted in logistics and quality and significant cost reductions. Fiat’s manufacturing structure has become increasingly efficient and flexible and has enabled the company to gain a competitive edge. Strategy Description For several years, the Fiat Group has been working to develop into a global manufacturing entity with the highest standards. The implementation of World Class Manufacturing addresses all aspects of the organization including environmental, health and safety, quality, maintenance, cost and logistic issues from the standpoint of continuous improvement. The entire process revolves around the methodical identification and decrease or elimination of waste through application of standardized techniques and tools and involves everyone in the company. WCM recognizes that employee involvement and empowerment are critical to attaining continuous improvement in all fundamentals of the manufacturing system. Organizational development occurs predominantly through employee involvement. World Class companies invest relatively more in their worker relationships and offer appreciably more training. For program achievement, Human Resources needs to be a business strategic partner and a key member of the management team overseeing and providing operational leadership (Entrepreneur, 1996). Strategy Application The key to developing and maintaining a workforce capable of supporting World Class Manufacturing is to cultivate an atmosphere of employee engagement and team building. Developing a skilled and flexible workforce creates value for external customers. To sustain a talented labor force, Human Resources initiatives involve recruitment and hiring; performance management; employee development and training; leadership development and training; team building; and safety and health programs (Scondanibbio, 2010). By recruiting and retaining top talent by identifying skill gaps and focus training as characterized by WCM, turnover and absenteeism rates are lowered and productivity and efficiency from workers increases. Training employees provides the chance to take ownership of their daily activities. Working in teams and cross-functional training increases efficiency and eliminates clutter and confusion on the plant floor. One section of World Class Manufacturing is People Development (Scondanibbio, 2010). HR provides team facilitation, leadership, and direction guidance in meeting instructional needs. The second activity in leading and managing change involves creating a vision that depicts the core values and purpose that guide the organization. It provides a worthwhile direction for designing, implementing, and assessing needed organizational changes. HR Professionals must sustain the change momentum through to completion by providing resources for change, developing new competencies and skills, and reinforcing new behaviors. Strategy Implications Organizational change involves moving from the known to the unknown which can impact worker competencies and coping abilities. Human Resources must prepare the workforce by meeting instructional needs. The second activity in leading and managing change involves creating readiness for change and overcoming resistance to change. This requires HR to be both the constant and supporter in the middle of the turmoil of change. The organization looks to HR to provide needed structures, processes and approaches to support change management and to ensure the efforts deliver results (Belilos, 1997). World Class Manufacturing has defined key principles that define the organization and inspires doing things better and improving quality, delivery, cost, and customer satisfaction. It is important to understand exactly what waste is and where it exists. For each identified waste, a strategy is prepared so performance and quality are improved. The identical process is also applied to human errors and gap analysis. Specific training models are designed applicable to the need. As the phrase indicates, World Class Manufacturing enhances an organization to be a global leader in performance and quality. Human Resources should have a clear understanding of the value of metrics and continuous measurement as the key to achieving sustainable efficiency and effectiveness. Using these outcomes, HR will have a thorough focus on talent and performance management to establish an integrated workforce management system that is closely aligned to the business needs and brand.

Will The Paperless Office Ever Become A Reality Essay

Will The Paperless Office Ever Become A Reality - Essay Example It has been known that the debate on the paperless office becoming a reality has been raging on for quite some time and many individuals involved in this debate have had their own facts & figures that support the stand that they have taken. This essay would therefore work towards using all such reviews found from various articles and internet sources for providing suitable information on how the paperless office is poised to become a reality in the near future. During the past few years, with the introduction of he electronic mediums and with the option of being able to do almost all our work using this medium in the form of computers and software, it has been assumed that many have started to shun using paper wherever possible. On a similar note, there have been instances where people have not been in favor of using the electronic medium for activities such as reading novels, reports etc. of course, e-books continue to be an important form for storing information, but they are limited to technical manuals as on today. In this context, it is interesting to know that around 30-40% of work is done on papers.

Response Essay Example | Topics and Well Written Essays - 250 words - 17

Response - Essay Example When establishing a character, it typically takes more than recurrence (Garver, 1994). Character matters mostly when individuals think on the people who are in the public eye. For actor Charlie Sheen, in spite of film credits including Young Guns and Platoon, he got a hard-drinking ethos after the uncertain behavior of the character he acted on Two and a Half Men came over to his real life catastrophically. On the other hand, even though Tim Tebow has been the Heisman Trophy winner for the NCAA football championship twice, his ethos and fame owe more or less as much too undisputable displays of his Christianity belief. This belief is seen when he performs a kneeling gesture on the field referred to as Tebowing. As it is seen, endorsements are brought by fame. Despite this, he is on Jockey’s underwear and Nike’s payroll that clothed him fully in his advertisements. In conclusion, ethos are seen to be creating quick and at other times desirable connections between arguments and audience. We mostly see different individuals and groups defending and making claims and certainly ask ourselves if we should pay attention to these individuals or groups and if we can put our trust in them (Garver,

Article the First Essay Example | Topics and Well Written Essays - 1000 words

Article the First - Essay Example Nevertheless, the congress representative succeeded in 1791 when a three-quarters majority ratified the Bill of Rights to become the law guiding the nation (Publishing & Duignan, 2013). Although this was a major breakthrough in the US history as far as constitutional reforms are concerned, the congress failed to ratify Article the First, which became the center for debate owing to the varying reactions elicited by the divided Congress on the matter. Article the First was a proposed amendment to the constitution of the United Sates whereby it sought to determine both the minimum and the maximum number of representatives at the US hose of Congress (Vile, 2012). As a federalist, one would support Article the First of the Constitution of the US, owing to the democratic space that America enjoys today due to liberal laws besides the fact that this amendment would change history in that more American citizens would feel represented and participate fully in an all-inclusive government. In 1 789, the American representatives of the House of congress were involved in hectic constitutional amendment procedures that saw some articles incorporated into the bill of Rights that formed the constitution of the United States (Vile, 2012). However, some contentious articles did not make it to the constitution following the strong opposition to them by the antifederalists. In this regard, Article the First, which came to be the first proposed amendment to the constitution of the United States of America, did not pass the ratification test although its proponents particularly the federalists pushed hard for its ratification (Vile, 2010). Also known as the congressional Appointment Amendment, Article the First was the first, as the name suggests, of the twelve amendments that the first congress delivered on 25th September 1789 (Publishing & Duignan, 2013). In accordance to Article V of the constitution of the United Sates, the first congress submitted Article the First for ratificat ion. However, the state legislatures failed to ratify the article despite the fact that they ratifies many other articles that became the Bill or Rights that formed the constitution of the United States of America (Vile, 2012). Fundamentally, the major framework o Article the First entailed the setting of the size of representatives of the House of Congress whereby the maximum and the minimum number of Congress representatives was clearly determined by the article (Publishing & Duignan, 2013). In this case, the article contemplated a scenario whereby one Congress Representative would represent thirty thousand American citizens until the total number of representatives would reach one hundred. Thereafter, it would be the responsibility of the congress to regulate the number of representatives so as not to go below one hundred. In this regard, Wolverton (2013) reports that the Bill of Rights envisaged that: After the first enumeration required by the first article of the Constitution, there shall be one Representative for every thirty thousand, until the number shall amount to one hundred, after which the proportion shall be so regulated by Congress, that there shall be not less than one hundred Representatives, nor

Consumer Attitudes and Behaviour Essay Example | Topics and Well Written Essays - 2000 words

Consumer Attitudes and Behaviour - Essay Example This essay analyzes the attitudes and behavior of consumers that are better explained through the evaluation of certain theories and concepts that bear relations. The supposition takes into deliberation behavior as the fundamental determinant concerning the personal intention to carry out presented behavior. In the formulation of personal behaviors, certain personality assumptions are taken into thought. The three independent concepts that individual consider in formulating their behaviors include; the promptly reachable or salient beliefs regarding the perceived upshots of reflected guiding principles and beliefs that lead to the positive or negative attitude towards behavior. The second consideration is the apparent normative prospects in relation to pertinent referent individuals. Outstanding normative beliefs, direct to the development of a subjective model that bears orientation on the expected societal pressure, on whether to perform or not carry out certain behaviors. In the e nd, individuals are implicit to take into thought certain factors that may either promote or encumber their capacity to carry out certain behaviors. The factors that may bring promotion or hindrances to performance of behavior or rather the standard societal beliefs, direct to the development of expected behavioral standards. The perceived behavioral standards or limitations can also be regarded as the apparent capability to execute the behavior. In general terms, the favorable the mind-set and subjective standard in relation to behavior, and the superior professed behavioral control. This means that an individual’s intention gets stronger in the conduction of behavior (Fishbein, Ajzen, & Robert 2007, 5). The conjecture of reasoned action bears central application in marketing. The theory conceptualizes the practical functions concerning the attitudinal and normative factors. The attitudinal and normative factors are imperative components in the formation of intentions and ge t considered as separate but dependent they are also considered inseparable. The supposition in itself gyrates around the attitudinal and normative thinking, objectives as well as behaviors. The conjecture of planned behavior, which gets considered, as an extension of the conjecture of reasoned action, brings about the concepts or ideas of self worth or efficacy (Lefebvre 2000, 5). This connotes that it has an edge over the performance of behavior. In reference to the conjecture of reasoned action, the imperative predictor, the consequent behavior becomes an individual’s objective to take action. According to the conjecture, the behavioral intention obtains influence through an individual’s mind-set engaging in a certain conduct, as well as, the subjective model that the individual holds concerning behavior. With

Globalization and Poverty Essay Example | Topics and Well Written Essays - 1000 words

Globalization and Poverty - Essay Example Consensus is there regarding the mission plan of these strategies for the eradication of poverty however the various different actors in the scenario do not agree on the framework and the methodologies in which these strategies have to be implemented for achieving the goal. According to Kanbur the reason behind this trend is the fact that the people who are at the forefront of this cause are themselves not sincere to it and are more concerned about their own interests (1093). There exists an evident difference of opinion between the two parties involved in the process of eradication of poverty in various regions of the world. The various institutions involved in the process of eradicating poverty have been divided into two groups by Kanbur, one who control the policies and play the decision making part in the process include the IFI’s, banks and financial ministries. ... itely the most pivotal in the whole scenario and must be addressed if a consensus has to be developed, so Kanbur’s analysis can be utilized to find out the root cause of the whole situation. Milanovic however argues that the ideology behind the whole process has been shaped by the IFI’s and the banks and there is nothing wrong with the whole idea of eradicating poverty but the only issue is the correct implementation of this idea which is not being done at present. Milanovic has very effectively pointed out the deficiencies of the current approach with the help of facts and figures which show that despite the continued involvement of IMF and other International Financial Institutions the results are not very encouraging. Not a single African country has managed to increase its GDP while working under the IMF and other international bodies, while some of the countries have hit new lows in their history since 1960’s. Milanovic has also mentioned the other factors w hich are responsible for the poverty of various communities living in rich economies. Europe made economic progress when it managed to attain roughly a uniform culture in all the countries and that’s why we cannot find the native culture of various regions anywhere. But the various communities like the Chinese and the Muslims who migrated to the European countries were never accepted by the native communities and were not allowed to prosper well (669). With the popularity of the concept of globalization, the international financial organizations (IFOs) are increasingly involved in determining the economic policies of countries. The International Monetary Fund, World Bank and other bodies of the United Nations (UNDP etc.) have their own poverty reduction plans for different countries according to the

The Vision Statement Essay Example | Topics and Well Written Essays - 750 words

The Vision Statement - Essay Example In other words, the vision statement describes the strategic objectives of an organization that are to be accomplished in the long run. â€Å"Your vision Statement is a succinct declaration of your ideal future, usually three, five or ten years out† (Woolf, 2012). On the other hand, the mission statement describes the short-term goals of the organization. Another perspective about the difference between the vision statement and the mission statement of an organization is that the vision statement talks about the personal growth of business as wanted by the owners of an organization in the long run whereas the mission statement talks about the benefits the organization will provide the society with as it functions by delivering its goods or services to the consumers. The vision statement gives a direction to the organization. Both the vision statement and the mission statement consist of goals, but the factor that distinguishes between the two kinds of statement is the entity t hat will benefit from the achievement of those goals. Mobilink is a telecommunication company in Pakistan. The vision statement of Mobilink is, â€Å"To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectations† (Mobilink, 2012). ... The importance of a vision statement for an organization cannot be overemphasized. Having an appropriate vision can help an organization because the vision statement gives it direction. â€Å"Without it, it’s like setting sail in a yacht with neither a sail nor an anchor – the sail to get you there with the help of the wind, and the anchor to moor you both along the way and when you get ‘there.’† (Woolf, 2012). Once the leader of an organization knows where he/she wants to take the organization in the future, he/she decides the course of action accordingly. There are various milestones in the identified course of action leading to the attainment of the ultimate objective. For example, Mobilink’s vision statement suggests that the leader of this company needs to adopt such strategies that Mobilink is not just as good as its contemporaries in the market, but is good enough to lead them in Pakistan. Vision statement does encourage organizational change. Change is an inherent process of any organization that wants to progress. In order to be successful, the micro- and macro-culture of an organization needs to be modified so as to adapt to the changing environment and advancing technology. In case of Mobilink, if Mobilink wants to be the leading telecommunication services provider, it is imperative that it keeps advancing constantly to keep performing better than other telecommunication services providing companies in Pakistan. This requires adoption of new technology, which in turn requires constant change. Change needs to be introduced at every level. Not only the new technology is to be purchased, but also the workforce has to be provided with education and training in order to inculcate the necessary skills in them required to use the

Representation Term Paper Example | Topics and Well Written Essays - 1500 words

Representation - Term Paper Example One organization that has come out to create diabetes awareness through commercials is Ispot TV. This is a company located in New York and its main mission is offering real time commercial television advertisements on a number of fields such as business, sports and health (â€Å"Ispot TV’). The study seeks to relay how Ispot TV creates diabetes awareness through commercials in addition offering medication guidelines and how to curb the menace. The main objective of Ispot TV is advertising of television commercials in real time to the public. Recently, the company has focused most of its attention on diabetes campaign because according to research, the disease is causing many deaths annually hence it is important for companies like Ispot TV and other organizations to step in and boost diabetes awareness campaign. This has been made possible due to the company’s vast experience in technology. Through technology, the company has eased the way in which information is relayed to people, for instance, through television sets and websites (â€Å"Ispot TV†). According to a recent diabetes commercial by Ispot TV, diabetes cannot be detected by physically staring at someone because it is internal (â€Å"Ispot TV†). The commercial, which is both in audio and visual form features Bret Michaels among other people, goes ahead to reveal that diabetes affects everybody irrespective of one’s age, gender or race . In the commercial, a number of diabetes victims talk about diabetes and how they are battling the disease on a daily basis. The victims, including Bret Michaels go on to state that nations ought to join the American diabetes association in the move to eradicate diabetes. American Diabetes Association is an organization in Alexandria whose main goal is not only eradicating diabetes but also ensuring that diabetes victims receive proper

Diabetic neuropathy Essay Example | Topics and Well Written Essays - 500 words

Diabetic neuropathy - Essay Example st likely causes of nerve damage include hereditary qualities that lender an individual susceptible to nerve infection, physical injury caused to the nerves, lifestyle characteristics such as smoking and alcohol usage. In addition, the other causes are metabolic aspects such as irregular blood fat levels, low levels of insulin, high blood glucose and neurovascular factors, which result to the damage to the blood vessels that carry oxygen and nutrients to the nerves (Benjamin, n.d.). Some patients will have no symptoms while others may show a range of signs including pain and numbness for starters. Symptoms of nerve damage may include erectile malfunction in males, vaginal dehydration in females, deteriorating of the muscles of the feet or hands, indigestion, nausea, weakness, difficulties during urination, numbness, tingling, pain in the arms and legs, constipation or diarrhea and finally wooziness as a result of a drop in blood pressure after standing up (Tesfaye, 2009). Other symptoms like loss in weight and depression have been reported in some patients, but they are not as a result of neuropathy, but often go together with it. There are various types of diabetic neuropathies which usually have varied effects to its patients such as autonomic neuropathy that causes hypoglycemia unawareness and changes in bladder role, perspiration and sexual response in patients. Focal neuropathy causes an unexpected weakness of nerves resulting to muscle weakness. Proximal neuropathy results to pain in the leg muscles like the thighs causing a weakness in the legs and finally the peripheral neuropathy mainly results to pain in the arms and legs (Veves, 2006). There is also the autonomic neuropathy will mostly affect sex organs, urinary track, digestive system and blood vessels, and focal neuropathy that affects the abdomen, facial muscles, chest, and pelvis and lower back (Veves and Rayaz, 2007). Futhermore, ther is proximal neuropathy will specialize with the legs and

Rendell Case Essay Example for Free

Rendell Case Essay 1. What is the organizational philosophy of Martex with respect to the controller function? What do you think of it? Should Rendell adopt this philosophy? From the position descriptions of Martex stated in the case we can conclude that the organizational philosophy of Martex with respect to the controller function, especially in the modern business, has gone through a huge change. For organizational function, it emphasized the importance of directly reporting to the corporate controller in lieu of responsibility to the division manager, and for this position, it largely concerned with administrative function of an important managerial position as it relates to the control of costs and the profitable operation of the business as a whole. The Martex’s controller vertical structure appear to be relatively independent without being intervened by the division manager so that they can greatly contribute to improvements on controlling corporate cost and preparing divisional budget from the company-level management perspective. In my point of view, it is beneficial to corporate operation as a whole. But these is a point which should not be neglected that is sometimes the interest inconformity between division and corporate. Like what stated in the case, there is always a fat in the division budget, but if execute the Martex’s methods, the direct consequence of â€Å"unbiased source of information† will really show up? I doubt it. Given the intervention of the division manager from their own purpose, the accuracy of either data sources or analysis reports could not be guaranteed anymore. So in my position, I would be more in favor of rejecting this organizational philosophy in Rendell Company. 2. To whom should the divisional controllers report in the Rendell Company? Why? The divisional controller should report to the divisional manager for now. The reason is that the control system structure should take corporate structure into account. If merely imitating the methods of Martex, it may fail. It is not completely suitable for a different corporate structure using the same management control system. The reason of success in the Martex is primarily because the line-staff relationships underlie the  implement of assigning general staff to the division instead of the divisional staff. In addition, the division controller’s office is often located with the division colleagues not the division manager, and therefore make the intervention least possible. In contrast to the Martex, Rendell did not meet the same requirement as the Martex had had. Once took the job, the Rendell division controller was told his function was to help general manager. So every decision and analysis he made would be from divisional interest instead of corporate as a whole. On the other hand, as a member of the divison, if the controllers were treaded as the front spy looking into the division status, they will also be questioned for the reporting and isolated from the rest of the division. No mention the job could be taken over unofficially. The reason of this phenomenon is that the division controllers are not created as an independent position in the Rendell Company, which is, more or less, under the pressure of the division management. 3. What should be the relationship between the corporate controller and the divisional controllers? What steps would you take to establish this relationship on a sound footing? The best relationship between the corporate controller and the divisional controllers is kept direct relationship. From the perspective of operation and development of the corporate, only if the president and corporate controller (as we all know, mostly, the corporate controller would reported directly to the president) gather the accurate information of various divisions, they can make better decisions for future plan. To avoid the unnecessary difficulties for gathering data and reporting to upper management, the vertical organizational structure should be shortened as possible. There are several indispensible steps to establish this relationship. And all of the purposes are from two principles: first, shorten vertical structure and avoid intervention of affected parties; second, strengthen accounting system control. First of all, it is important to intently cultivate the awareness of managers and controllers as they simultaneously grew up in the  division. The company should establish the so positive image of controllers within the entire company that make every staff clear the necessity of the controller organization for the development. Secondly, take a strong hold with the accounting system, only this is an objective and powerful tool for the entire management even if the management cannot make sure the accuracy of the other information. Additionally, with an uniform accounting system the company would not step into the chaos status. Thirdly, align the divisional and corporate controller in the same direction. Only with the same objective, such as growth in dollar sales, assigned rate of profit etc., they can coordinate and cooperate more efficiently from the same interest. Setting up a proportion of allocating profit between managers and controllers so as to introduce a competitive and cooperative mechanism is not a bad idea. 4. Would you recommend any major changes in the basic responsibilities of either the corporate controller or the divisional controller? The controllers now take on the responsibility of establishing the standard practice regulations and the coordination of systems. To guarantee the rightness and unbiased standpoint, the corporate controller should supervise the argument process. Because there is no counterpart in the division to offset the potential personal mistake. So for this part, in a certain extent, corporate should suppress the individual impact of controller for the standard establishment. The controller, whatever in corporate level or division level, should have supervision over the cash, cash equivalent and credits. In case of the uncontrollable expense on the divisional budgets. From such process, on the other hand, it can resolve the partial problem of false financial statements and bloated budgets. The divisional controllers should have the partial authority over the disbursements of any kind of expense, whose signature on checks at the same time should also be authorized and double-checked by corporate controller. Through authority sharing between administrative staff and control organization, it would be more beneficial for the corporate cost control.

Tourism In Mecca Tourism Essay

Tourism In Mecca Tourism Essay Mecca is a holy place of Muslims in Saudi Arabia where it is believed that the prophet Muhammad lived and taught more than 1,300 years ago. Mecca is the holiest city in Islam. Mecca had become an important place in the history by the time when Prophet Mohammed (peace is upon him)  was born in about 570 AD. Mecca, the holy place has fallen with yearly ebb and flow of pilgrims as a result of growing Muslim community in the World and eventually the spread of Islam. The economic status of the city greatly depends on the large number of pilgrims visiting every year and their accommodation, feeding and transportation. (Ahmed Z.U. 1992). Millions of Muslims visit Mecca every year to make a religious pilgrimage on the eighth through thirteen days of Dhu al-Hijjah, which is the last month of the Muslim year.   This religious tourist activity or the journey is called the Hajj which signifies one of the Five Pillars of Islam (Memish Z.A. et al 2002). The Islam counts on all the Muslims that once in their lifetime they are expected make this journey if they are physically and financially able.   There is an enormous crowd of the participants in the Hajj. The plan to Hajj starts months or even years before. Makkah, the holy area or otherwise known as the haram is a place where any type of violence is not permitted. The word haram has a dual meaning as forbidden and sacred and is a symbol of purity. It is the main Muslim Mosque. The Grand Mosque is at the centre of Makkah and the sacred Zamzam well inside it. In the central courtyard of the Mosque is The Kaaba, whereby all Muslims face when they pray. Traditionally, Pro phet Adam (AS) built the Kaaba which was later rebuilt by Prophet Ibrahim (AS) and his son Prophet Ismael (AS), as a replica of Gods house in heaven. Muslims considers The Kaaba as the most holy spot on earth. It has been taught in Muslim legend that the shrines are built by the ancient religious patriarchs Ibrahim and Ishmael using foundations which were first laid by Prophet Adam AS. Prophet Mohammed (peace is upon him) was born in Makkah and was descended with the Holy Quran, and since then the propagation for Islam was launched. In the heart of the city is the Holy Mosque in the centre of which the Holy Kaaba is located, The Maqam of Prophet Ibrahim, his son Ismaiels stone (May God bless them), Zamzam well in which water has been pouring from hundreds of years, and Safa and Marwah where Muslims make Saie. There are other holy shrines of Mina, Muzdalifa, and Arafat near Makkah. Arafat is located at the Mount Arafat where pilgrims perform the main ritual of Hajj as the day of Arafat. Hajj is scheduled according to the lunar calendar and so moves 11 days earlier each year on the Gregorian calendar. Due to seasonal variation over time, the Hajj occurs at different times each year (Yamin M. et al 2009). It becomes difficult in summers as the temperatures in Saudi Arabia are very high. Unlike other Saudi Arabian cities, Mecca retains its warm temperature in winter, which can range from 17  Ã‚ °C at midnight to 25  Ã‚ °C in the afternoon. Summer temperatures are considered very hot and break the 40  Ã‚ °C mark in the afternoon dropping to 30  Ã‚ °C (86  Ã‚ °F) in the evening. Rain usually falls in Mecca in small amounts between November and January. Tourism at Mecca Mecca, the holy city in Saudi Arabia is believed to be the centre of the Islamic world. The journey to Mecca as the Hajj is popular to the Muslims all over the world but the Mecca travel is forbidden for non-Muslims. There are billions of people coming to Mecca for Hajj from all over the world. The Hajj in Mecca is the largest pilgrimage in the world. The Mecca city is Saudi Arabia is increasingly called Makkah. It is similar to the pronunciation of the Arabic word than does the English translation called Mecca. Non-Muslims are not permitted to enter the premises of Mecca, Saudi Arabia at any time of the year due to the fact that the Mecca travel and the Hajj are only intended for Muslims. It has happened in the past that several non-Muslims have entered Mecca; the penalties of it are quite harsh including deportation and jail time. Tourism in Mecca involves some advance planning. There is a special visa required by every Muslim who wishes to make the pilgrimage to Mecca. There is a valid visa required to enter the Hajj grounds. In case of Saudi citizens, permission is necessary. The foreign pilgrims intend to perform Hajj applies for a visa by furnishing information and undergoing some medical examination. The visa is granted by Saudi government by approval of the Hajj management in Saudi Arabia. Each pilgrim is assigned to a group of Hajj management called Munazzim once their visa is granted. Munnazim is responsible for their travel and accommodation arrangements in the Hejaz (Yamin M. et al 2009). In addition, a letter from the local mosque stating that the person is a Muslim is also required. Women who are under 45 years of age must travel with a male or a mahram considered being the head of the family. There should be a proof of their relationship. On the other hand, women over 45 years of age must carry a permission letter from her husband or her father along with the proof her being a part of the Mecca tourism group. The visa to travel Mecca does not permit to travel outside of Mecca and if anyone wants to travel other cities, they must apply for additional visa. The pilgrimage to Mecca commence at the Jeddah airport, a large city in Saudi Arabia. As the tourism in Mecca is very popular during the Hajj month, there are two special terminals for the people arriving to Mecca. There are direct bus services from the airport to Mecca Saudi Arabia. On arrival to the city of Mecca, the Muslims have to follow traditional rituals, called Umrah. These traditions should be followed by all the pilgrims. The rituals that are acted out in the incidents of the Quran are relatively hard to perform or rather complex and takes about a week. It is important that the pilgrims must wear the traditional pilgrimage clothing followed by a walk in the region of the Kaaba in a counter clockwise direction several times. After this ritual, next comes Saey which factually means run whereby the pilgrims walk back and forth between the hills of Safa and Marwah, the region where the wife of Prophet Abraham ran recklessly in search of water for her son. It has been written in Quran that there is a fountain that appears between the hills (Ahmed Z.U. 1992). Other rituals during the Hajj include going to Arafat. This is the the place where Mohammed gave his final sermon. The ritual is followed by drinking water from the Zamzam well which is inside the Great Mosque. It is believed by all the Muslims that their God provided water to Hajar and Ismail at this well when they were strolling in the desert. These two people are the central figures of Islam. Mecca travel is a meaningful once-in-a-lifetime experience for all the Muslims. Tourism issues There have been many tourism issues in Mecca that arise during the Hajj period. Many incidents have happened during the past years causing loss of hundreds of lives. It is estimated that there are 1.4 billion Muslims in the World and each one must visit Mecca for pilgrimage at least once in his or her lifetime if they can. It is all the way very hard to manage millions of people in Mecca during the month of Hajj. Crowd Stampede Stampedes are likely to occur at the Hajj because of the huge crowd and an extraordinary pressure. The individuals may stumble thereby precipitating an entire stampede. Massive crowds walking from one place to the other place of the pilgrimage, cause a stampede. There is a panic when the pilgrims jostle to avoid being trampled resulting in hundreds of deaths. For example, the ceremony of stoning the Devil is very crowded and dangerous and so can result in serious crowd accidents. The following incidents occurred due to massive crowding at the Hajj. 2nd July, 1990 Arafat plains of Hajj: A stampede inside a pedestrian tunnel leading out from Mecca towards Mina, Saudi Arabia and the Plains of Arafat led to the deaths of 1,426 pilgrims. 23rd May, 1994 270 pilgrims were killed in crowd during the stoning of the Devil. 9th April, 1998 Incident at Jamarat Bridge where 118 pilgrims died and 180 were injured. 5th March, 2001 During the ritual of stoning the Devil, 35 pilgrims were trampled to death. 11th February, 2003 14 pilgrims died in a rush during the stoning of the Devil ceremony. 1st February, 2004 251 pilgrims were killed and 244 people were injured in a stampede during the stoning ceremony in Mina. 12th January, 2006 346 pilgrims were killed and more than 289 were injured in Mina on the last day of the Hajj while performing the ritual ramy al-jamarÄ t. Diseases Disease spread is also a tourism issue in Mecca. This could be explained on the fact that there are millions of people from many countries visiting Mecca, of which some of them may have poor health systems, leading to the spread of epidemics. If there is a disease outbreak during the Hajj, this could make the problem worse when they returned home and passing the infection on to others. There have been such incidents in the past where the disease has spread among the pilgrims causing severe health problems. One such disease, called meningitis has been given a prompted response from the Saudi government. There were many concerns about the disease after its international outbreak at Hajj in 1987. Due to these global outbreaks of certain types of meningitis in previous years, it is now a visa requirement to be immunised with the ACW135Y vaccine before arrival. Every year, the Saudi government publishes a list of required vaccines for pilgrims, which for 2010 also includes yellow fever, p olio, and influenza. Trauma and other fatal events The word Hajj defines movement. There is a lot of chaos in transportation during the Hajj. The pilgrimage moves on foot in dense traffic for hours at a time. During the Hajj season in Mecca, there is inordinate traffic congestion. Other issues in tourism are fire incidents that happened in previous years. December 1975 Fire due to explosion a gas cylinder in a tent resulted in the death of 200 pilgrims. 15th April, 1997 Fire in a tent in Mina killing 343 pilgrims and 1,500 injured. In order to prevent such dangerous incidents, the kingdom has replaced all the tents and the tents are now fireproof with a variety of which are made up of aluminium frames with fibreglass. The risk of fire is now considered much lower (Memish Z.A. et al 2002). Tourism management Management in Mecca during the Hajj, handling millions of people during a specific month is not an easy task. The officials of the government of the Saudi Arabia should have done more to prevent such catastrophes. It is claimed by the government of Saudi Arabia that such massive crowd are very dangerous and difficult to manage, and that they have taken a number of steps to prevent problems. There are improvements of touristic facilities at Jeddah, Mecca and Madinah. There have been number of steps undertaken to overcome the hurdles and the incidents in the past. One of the controversial significant steps in action inculcates new system of registrations, passports, and visas to control the mass flow of pilgrims. This system intends to encourage and accommodate visitors travelling for the first time to Mecca, while restricting repeat visits. Such a system was protested by the pilgrims who have the desire and wishes to perform the Hajj several times and they have been biased about this system, but the Hajj Commission has stated that they see no substitute if further incidents and disasters are to be prevented. As a result of the stampede in 2004, there have been concerns and considerations by the Saudi authorities. The authorities have aboard a big construction work in and around the Jamarat Bridge area. Additional access ways, footbridges, and emergency exits were built, and concrete walls were designed to replace the three cylindrical pillars allowing more pilgrims to have a simultaneous access to them without fighting for position and deprived of crowd. A multi-million-dollar project has been designed and put into action by the government to expand the bridge to five levels. For crowd management, many organizations are using RFID chips to track and monitor people and products. This high technology is an effective way of identifying and helping people in urgent situations (Yamin M. et al 2009). These RFID carry some PDA (readable data) which can be used for medical emergencies and for reporting lost pilgrims with their groups. The device should be linked to the event database so as to facilitate the retrieval and updates as and when required. The disease spreads and recent outbreaks of H1N1 virus (swine influenza and bird flu) have made the crowd management more challenging. For the management of diseases, as mentioned earlier, there are set of medical examinations and immunizations to be undergone by the pilgrims to be registered in the event database. Therefore, the management of Hajj can be sum up in three phases. Phase one is about the necessary planning to organize Hajj and to intend pilgrims before departure to Saudi Arabia. Second phase refers to the Hajj process whereby different management steps are undertaken to control the issues in way of the Hajj process and the last phase directs to the measures undertaken to facilitate smooth return of pilgrims to their respective destinations.

Business Essays Human Resource Strategic

Business Essays Human Resource Strategic Human Resource Strategic Assignment Theoretical, Conceptual and Empirical Developments in the field of Strategic Human Resource Management Abstract This essay will discuss the theoretical, conceptual and empirical development in the field of strategic human resource management. It is found that the idea of best-fit and best-practices has been popular in the amplification of SHRM. The best-fit school of thought argued that HR strategy will be more effective when it is appropriately integrated with its specific organizational and environmental context. Whereas, the best practices school of thought favours universalism, arguing that all firms will be better off if they identify and adopt ‘best-practice’ in the way they manage people. However, in last 20 years, the resource-based view of the firm has played a pivotal role in the theoretical and conceptual developments in the field of SHRM. The resource-based view of the firm put emphasis on the internal resources of the firm as the source of sustained competitive advantage. These all ideas have important role in the amplification of SHRM field. Further, integration of SHRM ideas and concepts in Japanese MNEs operating in USA, Russia, UK, China and Taiwan has been investigated. Introduction In this era of globalisation and intense competition firms are seeking ways to continuously gain competitive advantage, flexibility and be innovative. It has been argued in literature that efficient and effective human resource’s polices and practices play pivotal role in gaining this competitive advantage and therefore, much emphasis is now on linking organisational strategies to human resource strategies. Strategic human resource management (SHRM) has its foundation in the US in 1980s in the work of the ‘Harvard Group’ (Beer et al., 1984 cited in Truss and Lynda, 1994) and the ‘Michigan/Columbia Group’ (Fomburn et al., 1984 cited in Truss and Lynda, 1994). Before proceeding further to explore the developments in the field of SHRM, some various definitions in the literature which describe the concept of strategic human resource management are as follow: Truss and Gratton (1994) states that SHRM is linking of HRM with strategic goals and objectives of firm to enhance business performance and to develop organisational culture that support innovation and flexibility. Schular and Walker (1970, cited in Truss and Lynda, 1994) states that, human resource strategy is a set of processes and activities jointly shared by human resource and line managers to solve people-related business issues. Wright and McMahan (1992, cited in Wright, 1998) defined SHRM is the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals. In the view of above definitions, strategic human resource management therefore, takes a macro-level perspective (Truss and Lynda, 1994) and contains lot of debate in the literature for the factors influencing the development and implementation of the field of SHRM. Best-fit school of thought: The best-fit school of thought argues that HR strategy will be more effective when it is appropriately integrated with its specific organizational (Horizontal fit) and environmental (Vertical fit) context (Boxall and Purcell, 2000; Wright and McMahan, 1992 cited in Wright, 1998). However, the review of literature reveals that this fit can be better achieved when certain contingency, configurational and contextual factors are taken into account. MartÄ ±Ã‚ ´n-Alca ´zar, Romero-Ferna ´ndez and Sa ´nchez-Gardey, (2005) have grouped the contingency relationships into three generic categories; strategic, organizational and environmental variables. They pointed out that the HR practices that are effectively incorporated (fit) into business strategy would yield high organizational performance (Niniger, 1980; Fombrun et al., 1984; Hax, 1985; Van de Ven and Drazin, 1985; Kerr, 1985; Slocum et al., 1985; Lengnick-Hall and Lengnick-Hall, 1988; Rhodes, 1988a, 1988b; Miller, 1989; Kerr and Jackofsky, 1989; Butler et al., 1991; Cappelli and Singh, 1992; Begin, 1993 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Further, organizational variable such as size, technology, structure (Jones, 1984; Jackson et al., 1989; Jackson and Schuler, 1995 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005), internal political relationships (Jones, 1984; Pfeffer and Cohen, 1984; Pfeffer and Langton, 1988; Pfeffer and Davis-Blake, 1987; Balkin and Bannister, 1993, Pfeffer, 1987 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005) and environmental variables such as competition, technological changes, macro-economics and labour (Kanter, 1983, 1989; Warner, 1984; Coates, 1987; Walker, 1988; Schuler and Walker, 1990; Becker and Gerhart, 1996; Boxall, 1998; Jackson and Schuler, cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005), all have influence of HR on organizational strategy. The author further indicated that behavioural theory and resources and capabilities view of the firm foster the development of contingency models. Boxall and Purcell (2000) also elaborated this argument by pointing out that the more realistic model for practice is one in which fit with existing competitive strategy is developed in accordance with flexibility in the range of skill and behaviours, that have the potential to cope with uncertainty and different competitive scenarios in the future and therefore, HR strategy should incorporate firm’s current competitive goals and objectives, by recruiting and motivating people with the sort of skills and motivations required in firm’s competitive sector. In this regard, Guest (1997 cited in Tekeuchi et al., 2003) argued that effective and efficient alignment of HRM practices is able to bring out the synergistic effects on performance’, he referred it â€Å"fit-as-bundle† approach. The second approach which he identified for gaining higher organizational performance through HR is what he called the â€Å"fit-as-gestalt†. The underlying concept of this approach is that, sum of individual HR practices is greater than it parts, the pattern of combinations among HRM practices is additive rather multiplicative and that one key aspect of HRM practice is needed. This argument favours, what SHRM researcher called â€Å"configuration perspective†. According to configuration theory, a firm seeking high performance have to structure whole HRM practices and link each practice to all the others in a systematic manner, so that the system is internally coherent (Tekeuchi et al., 2003; MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Whereas the â€Å"contextual theory† authors argued, that to better understand the complexity of the concept of SHRM, one should not only scrutinize the internal working and its effect on business performance but rather also consider the influence on the external and organizational context in which managerial decision are made (Brewster, 1999 cited MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Therefore, the underlying idea of contextual approach is to effectively examine the relationship between the SHRM system and its context (MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). In nutshell, Boxall and Purcell (2000) argued that the best-fit model is one in which HR strategy becomes more effective when it is designed to fit certain critical contingencies in the firm’s specific context. They proposed that configurational models are more capable of identifying the complex interactions involved in business strategy and toward more dynamic theory. Best-Practices school of thought: This school of thought favours universalism, arguing that all firms will achieve high performance, if they identify and adopt ‘best-practice’ in the way they manage people (Boxall and Purcell, 2000). It is recognized that the concept of ‘best practices’ is widely acknowledged by researchers and practitioners (Delery and Doty 1996, 806 cited in Boxall and Purcell, 2000) and there is immense list of argument in the favour of best practices in the literature. Wright, Snell and Dyer (2005) reported that the development of the idea of best-practices came in the mid-1990s when Huselid (1995 cited in Wright et al., 2005) published his study demonstrating a statistically and practically significant relationship between HRM practices and corporate performance. It was also when MacDuffie’s (1995 cited in Wright et al., 2005) industry-focused study illustrated how particular bundles of HR practices, when aligned within an organizational strategy leads to high plant-level performance. Since then, the focus of research is on finding relationship between HRM principles and practices and important organizational goals (Becker and Gerhart, 1996 cited in Wright et al., 2005). Jeffrey Pfeffer (1998 cited in Boxall and Purcell, 2000) identified seven best practices: Employment security. Selective training. Self-managed team or team working. High pay contingent on company performance. Extensive training. Reduction of status differences. Sharing information. However the best practices idea is not short of criticism as Wright et al. (2005) pointed out that most of these developments have come from communities of scholars focusing on their own particular countries or regions, be it the US (e.g. Arthur, 1994; Batt, 1999; Delery and Doty, 1996; Huselid et al., 1997; Youndt et al., 1996 cited in cited in Wright et al., 2005), the UK (e.g. Brewster, 1999; Guest, 1997; Guest et al., 2003; Tyson, 1997 cited in cited in Wright et al., 2005), elsewhere in Europe (e.g. d’Arcimoles, 1997; Lahteenmaki et al., 1998; RodrÄ ±Ã‚ ´guez and Ventura, 2003 cited in cited in Wright et al., 2005) or Asia (e.g. Bae and Lawler, 2000; Lee and Chee, 1996; Lee and Miller, 1999 cited in Wright et al., 2005). SHRM and Resource-based view of the firm: Another, theoretical development in strategic human resource management is its integration with the resource-based view of the firm. Although the field of SHRM does not directly emerge from resource-based view (RBV) of the firm, but to borrow concepts and theories from the broader strategy literature, the integration of the RBV of the firm into the SHRM literature was imminent (Wright et al., 2001). Therefore, two major developments have emerged over the past years. Firstly, the popularity of the RBV within the SHRM literature as a foundation for both theoretical and empirical examination (McMahan, Virick and Wright, 1999 cited in Wright et al., 2001). Secondly, the application and implications of the RBV within the strategy literature have led to an increasing convergence between the field of strategic management and SHRM (Snell, Shadar Wright, 2001 cited in Wright et al., 2001). The RBV proposes that internal organizational resources that are valuable, rare, inimitable, and non-substitutable are a source of sustainable competitive advantage (Barney, 1991). Barney (1991) further argued that firm’s resources can be imperfectly imitable for three reasons: Historical condition (Path dependency): As firm evolve they obtain skills, abilities and resources over the period of time that then become unique to the firm (Barney 1995 cited in Paauwe and Boselie, 2003). Paauwe and Boselie (2003) argued that this is equally true for firm’s human resources who are recruited and trained over the time to be properly embedded in firm’s cultural network. Causal ambiguity: Causal ambiguity exits when the relationship between firm’s resources and competitive advantage is not understood or imperfectly understood by the firm who posses the competitive advantage and most importantly by the competitors . Paauwe and Boselie (2003) argued that the ways employee’s competencies have been formed are subject to thousands of small decision and events in the firms which have contributed to specific pattern of capabilities and hence these patterns are no easily understood by the competitors. Social Complexity: And finally firm’s resources are imperfectly imitable because they are subject to very complex social phenomena that are beyond the ability of the firms to systematically manage and influence. So when the competitive advantage is based on such complex social phenomena then the ability of other firms to imitate these resources is ceased (Barney, 1991). Paauwe and Boselie (2003) pointed out that social complexity exits in HR characteristics such teamwork, interpersonal relationships among managers, cultural traditions, and firm’s networks. Wright et al. (1994 cited in Wright et al., 2001) separate firm’s human resources and HR practices. In applying the concept of value, rareness, inimitable and non-substitutability, they argued that HR practices cannot be the source of firm’s sustainable competitive advantage as HR practices can easily be copied by competitors. Rather they voted in the favour of human capital pool (a highly skilled and highly motivated workforce) as source of sustainable competitive advantage for the firm. They noted that to gain a source of competitive advantage, the human capital pool must have both high level of skill and willingness (i.e. motivation) to exhibit productive behaviour. Opposingly, Lado and Wilson (1994 cited in Wright et al., 2001) argued that HR practices could provide the source of sustainable competitive advantage. There point of view is that HR systems can be unique, causally ambiguous and synergistic in how they enhance firm competencies, and therefore could be inimitable. Snell et al. (1996 cited in cited in Wright et al., 2001) further justify Lado and Wilson point of view and seem it as widely accepted in current SHRM paradigm. Boxall (cited in Wright, 1998) indicates the process through which Human Resource Advantage (HRA) can be developed. He argues that HRA consists of two components: Human resource capital advantage which may provide advantage when firm employs people with higher level of skill than their competitors. Human resource process advantage which can be gain when employees’ relationships and joint problem solving process enable the firm to execute operations more quickly, efficiently and/or effectively. Furthermore, Lepak and Snell (1999 cited in Wright et al., 2001) argued that some employees groups are more instrumental to competitive advantage than others, so they are likely to be managed differently. This may help researchers to recognize that real and valid difference exists in HR practices in organisations and looking for one HR strategy may not help to identify the important differences in the types of human capital available to the firm (cf. Truss Gratton, 1994 cited in Wright et al., 2001). Researchers also have consensus that employee behaviour is an important independent component of SHRM. Unlike, the skills of human capital pool, employee behaviour recognize individuals as cognitive and emotional beings who posses free will and this free will enables the employees to make decisions regarding the behaviour in which they are engage (Wright et al., 2001). MacDuffie (1995 cited in Wright et al., 2001) argued about discretionary behaviour that recognizes that within prescribed organisational roles, employees exhibit discretion that may have positive or negative impact on the firm. Similarly, March and Simon (1958 cited in Wright et al., 2001) recognizes the discretionary behaviour and suggest that competitive advantage can only be gained if the members of human capital pool individually or collectively choose to engage in behaviour that benefits the firm. Based on the above discussion Wright et al. (2001) provide a preliminary framework that suggests core competence, dynamic capabilities, and knowledge serve as a bridge between the emphasis in the strategy literature on who provides sources of competitive advantage and the focus in the HRM literature on the process of attraction, development, motivation, and retention of people. The authors pointed out that the people management systems construct which is actually the focus on HR field that creates value to the extent that they impact the stock, flow, and change of intellectual capital/knowledge that form the basis of core competencies. They further argued in this model that, skill concept should be looked from the broader perspective of the firm strategy and therefore, might be expanded to consider the stock of intellectual capital in the firm, embedded in both people and systems, this stock of human capital consists of human (knowledge, skills, and abilities of the people) social (the valuable relationships among people), and organisational (processes and routines within the firm). The â€Å"behaviour† element within the SHRM literature has been embedded in the flow of knowledge within the firm through its creation, transfer, and integration. The authors have indicated that, this â€Å"knowledge management† behaviour becomes very important as information and knowledge play greater role in firm competitive advantage. It is through the flow of knowledge that firms increase or maintain the stock of intellectual capital. They further propose that core competencies arises from the combination of the firms stock of knowledge (human, social, and organisational capital embedded in both people and systems) and flow of this knowledge through creation, transfer, and integration in a way that is valuable, rare, inimitable, and organized. Finally, the dynamic capability construct represents the processes that the organisation has to cope with, in order to remain competitive. It illustrates the relationship between the workforce and the core competence as it changes overtime. The authors argued that dynamic capability requires changing competencies on the part of both the organization and the people who comprise it. It is facilitated by people management systems that promote the change of both the stock and flow of knowledge within the firm that enable a firm to constantly renew its core competencies. This frame work developed by Wright et al. (2001) is an important development in SHRM literature; however its application in real world scenario is subject to empirical testing. SHRM in Japanese Multinational in USA, Russia, UK, China and Taiwan: To further investigate the issue in the real world scenario, this essay will look into the matter of SHRM integration in Japanese multinational companies operating in USA, UK, Russia, China and Taiwan. This discussion is based on the empirical research conducted by Park, Mitsuhashi, Fey and Bjo ¨rkman (2003) on fifty two Japanese multinational corporation operating in USA and Russia, Basu and Miroshnik (1999) case study of Nisan and Toyota (Japanese automobile companies) operating in UK and Takeuchi, Wakabayashi and Chen (2003) study of 286 Japanese affiliates operating in Mainland China and Taiwan. Japanese manufacturing organisations have made a lot of inroads in overseas production bases. The successes of their enterprises have raised interests on the system of production and organisation peculiar to the Japanese business firms (Wickens, 1987; Suzaki, 1987 cited in Basu and Miroshnik, 1999). Japanese system of management is a complete philosophy of organisation which can affect every part of the enterprise (Ohno, 1978; Nohara, 1985 cited in Basu and Miroshnik, 1999). The empirical research done by the authors, mentioned above to investigate the issue of HRM strategy and firm performance in Japanese MNEs is subject to the idea of best HR practices. However, some interesting facts come into attention with the previous discussion of best-fit, best-practices and resource-based view of the firm which would be discussed below. The Japanese MNEs have maintained their own management styles in overseas operations and despite of cultural difference, environment impact, and local labour market conditions these MNEs have adopted the best practices idea and tried to coordinate the HRM policies and practices between their overseas subsidiaries and parent headquarters. The Japanese philosophy of continuous improvement, zero defect, just-in-time method of delivery, team based problem solving practices (Quality circles, management by objectives, kaizen (suggestion and improvement)), long-term commitment, in-company welfare system, extensive training for skill development, performance based rewards, decentralised responsibilities, vertical information systems are at the heart of their management strategy . And this style of management has not only proved to be successful for Japanese MNEs but it has forced other local companies to adopt Japanese styles of management for increased organizational performance. The concept of team working through quality circles and management by objectives (MBO) are the important components to manage the human resources of the firm and bring them in align with company strategic goals to achieve higher performance. Employees through quality circle teams can put forward their suggestions, and then feedback is given to employees for their suggestion and there are also rewards for employees. This foster employee’s motivation and give them the sense of involvement. It does not only ends here, as the concept of quality circle is also important for organizational learning, as the members of quality circle comes from every department of the organization and share their knowledge and information, this helps in creating new skills and attitudes that can help to attain the company goals. Zero defect policy refers to the fact that instead of individual parts the whole process is controlled and quality is insured through process instead of inspection. Therefore, employees are given extensive on the job and off the job training not only for specific but rather multiple operations of the firm. This refers to the fact of upskilling of employees. The long term commitment and performance based rewards helps to ensure employee retention and continuous commitment towards the firm’s objectives, this refers to the fact that the valuable and rare skills of the employee’s that have been developed over the period of time and are integrated into firm’s HR systems should not be imitable and substitutable. The above discussion points out, that these Japanese MNEs’ HR systems are some what in coherence with the framework developed by Wright et al. (2001). As it is obvious from above discussion that the people management systems of Japanese overseas subsidiaries are continuously maintaining their stock of intellectual capital both embedded in people and systems of the company i.e. through extensive training, performance based rewards, concept of continuous improvement etc. And the concept of team working through quality circles and MBO is fostering learning in Japanese organization and this valuable knowledge and skills that employees developed is retained by the policy of long-term commitment and in-company welfare system,decentralised responsibilitieswhich all help to develop employee’s behaviour and attitudes for high commitment and hence increased organizational performance. It is also observed that these patterns of HR practice is quite relevant to our earlier discussion of best practices in which we refer to the seven practices identified by Jeffrey Pfeffer (1998 cited in Wright et al., 2001). Conclusion: The empirical research done in the field of SHRM to investigate the issue of strategic HRM and its impact on performance of Japanese MNEs is only based on finding relationship between HR practices (configurational perspective) of the firm and their impact on organizational performance. The concepts of dynamic capabilities, core competencies, organizational learning are gaining popularity in strategic literature and as argued by Wright et al., 2001 are the important source of gaining sustained competitive advantage. Therefore, the future empirical research should incorporate these concepts to investigate the issue of integration of HR into firm’s strategy. Secondly the above research also lack the evidence of how these Japanese MNEs incorporate the local market, government regulations, cultural impact that can have influence on HR strategies of these firms. In the view of above theoretical developments in the literature it can be proposed that the firms who seek high performance and want to gain competitive edge over their competitors should device their HR policies and practices that develop skills, attitudes and behaviours of the employees in such a way that are valuable, rare, imperfectly imitable and non-substitutable in the firm’s same line of business, organizational learning is an important component in developing up these characteristics and therefore, firms should develop up knowledge management systems incorporated into their HR strategy to foster organizational learning that would have positive impact on firm’s performance. References: Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management. 17, 1, 99-120. Basu, D.R. and Miroshnik, V. (1999). Strategic human resource management of Japanese multinationals A case study of Japanese multinational companies in the UK. The Journal of Management Development. 18, 9, 714-732. Boxall, P. and Purcell, J. (2000). Strategic human resource management: where have we come from and where should we be going?. International Journal of Management Reviews. 2, 2, 183-203. MartÄ ±Ã‚ ´n-Alca ´zar, F., Romero-Ferna ´ndez, P.M. and Sa ´nchez-Gardey, G. (2005). Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives. The International Journal of Human Resource Management. 16, 5, 633-659. Paauwe, J. and Boselie, P. (2003). Challenging ‘strategic HRM’ and the relevance of the institutional setting. Human Resource Management Journal. 13, 3, 56-70. Park, H.J., Mitsuhashi, H., Fey, C.F. and Bjo ¨rkman, I. (2003). The effect of human resource management practices on Japanese MNC subsidiary performance: a partial mediating model. The International Journal of Human Resource Management. 14, 8, 1391-1406. Takeuchi, N., Wakabayashi, M. and Chen, Z. (2003). The strategic HRM configuration for competitive advantage: Evidence from Japanese firms in China and Taiwan. Asia Pacific Journal of Management. 20, 4, 447-480. Truss, C. and Gratton, L. (1994). Strategic human resource management: a conceptual approach. The International Journal of Human Resource Management. 5, 3, 663-686. Wright, P.M. (1998). Introduction: Strategic human resource management research in the 21st century. Human Resource Management Review. 8, 3, 187-191. Wright, P., Dunford, B. and Snell, S. (2001). Human resources and the resource based view of the firm. Journal of Management. 27, 6, 701 -721. Wright, P.M., Snell, S.A. and Dyer, L. (2005). New models of strategic HRM in a global context. The International Journal of Human Resource Management. 16, 6, 875-881. Bibliography: Lepak, D.P. and Snell, S.A. (1998). Virtual HR: Strategic human resource management in 21st century. Human Resource Management Review. 8, 3, 215-234. Lundy, O. (1994). From personnel management to strategic human resource management. The International Journal of Human Resource Management. 5, 3, 687-720. Mabey, C., Salaman, G. and Storey, J. (1998). Human Resource Management A Strategic Introduction (2nd Edition). Massachusetts: Blackwell Publishers Inc.

Of Mice and Men Essay examples -- Literary Analysis, John Steinbeck

â€Å"One day our descendants will think it incredible that we paid so much attention to things like the amount of melanin in our skin or the shape of our eyes or our gender instead of the unique identities of each of us as complex human beings† (QuoteGarden.com). This quote by Franklin Thomas is a great example of marginalization and mistreatment in the past, both issues that were made very evident in the books that were read during the summer. Throughout A Lesson Before Dying, Burned Alive, and Of Mice and Men, marginalization and maltreatment were immanent. In the novel Of Mice and Men by John Steinbeck, some of the characters experience several examples of both mistreatment and marginalization. Throughout the book Curley’s wife is mistreated due to her female gender. The farm hands were always calling her a ‘tramp’ and George once said, â€Å"I seen ‘em poison before, but I never seen no piece of jail bait worse than her† (Steinbeck, 32). When George says this, he is warning Lennie to stay away from Curley’s wife because he thinks that she is very effective at deceiving men to get what she wants. Lennie was also mistreated throughout the book, though not because of his gender but due to the fact that he was developmentally delayed. He was even neglected by his own friend, George, who would constantly be thinking of a life without Lennie. George continuously blamed Lennie for causing him to lose his jobs and having to move all around the country (Steinbeck, 11). Unlike Lennie, Crooks was discriminated against considering his race and color. One example from the book would be: â€Å"Where the hell is that God damn nigger† (Steinbeck, 29)? Just like in this example, throughout the book Curley would refer to Crooks as a ‘nigger’,... ...k had many ideal examples of various types of marginalization and mistreatment including those about gender, race, and the Handicapped. Where Of Mice and Men had diverse examples of maltreatment, Burned Alive by Souad was based on just one case of maltreatment: the mistreatment of women in a Middle-Eastern society. The marginalization and exploitation of African-Americans was also made very apparent in the novel A Lesson Before Dying by Ernest J. Gaines through the treatment of Jefferson and his community. Many people throughout history have hoped for a better future free of marginalization and mistreatment, and one of those people was Martin Luther King Jr. He once said, â€Å"I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin, but by the content of their character† (BrainyQuote.com). Of Mice and Men Essay examples -- Literary Analysis, John Steinbeck â€Å"One day our descendants will think it incredible that we paid so much attention to things like the amount of melanin in our skin or the shape of our eyes or our gender instead of the unique identities of each of us as complex human beings† (QuoteGarden.com). This quote by Franklin Thomas is a great example of marginalization and mistreatment in the past, both issues that were made very evident in the books that were read during the summer. Throughout A Lesson Before Dying, Burned Alive, and Of Mice and Men, marginalization and maltreatment were immanent. In the novel Of Mice and Men by John Steinbeck, some of the characters experience several examples of both mistreatment and marginalization. Throughout the book Curley’s wife is mistreated due to her female gender. The farm hands were always calling her a ‘tramp’ and George once said, â€Å"I seen ‘em poison before, but I never seen no piece of jail bait worse than her† (Steinbeck, 32). When George says this, he is warning Lennie to stay away from Curley’s wife because he thinks that she is very effective at deceiving men to get what she wants. Lennie was also mistreated throughout the book, though not because of his gender but due to the fact that he was developmentally delayed. He was even neglected by his own friend, George, who would constantly be thinking of a life without Lennie. George continuously blamed Lennie for causing him to lose his jobs and having to move all around the country (Steinbeck, 11). Unlike Lennie, Crooks was discriminated against considering his race and color. One example from the book would be: â€Å"Where the hell is that God damn nigger† (Steinbeck, 29)? Just like in this example, throughout the book Curley would refer to Crooks as a ‘nigger’,... ...k had many ideal examples of various types of marginalization and mistreatment including those about gender, race, and the Handicapped. Where Of Mice and Men had diverse examples of maltreatment, Burned Alive by Souad was based on just one case of maltreatment: the mistreatment of women in a Middle-Eastern society. The marginalization and exploitation of African-Americans was also made very apparent in the novel A Lesson Before Dying by Ernest J. Gaines through the treatment of Jefferson and his community. Many people throughout history have hoped for a better future free of marginalization and mistreatment, and one of those people was Martin Luther King Jr. He once said, â€Å"I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin, but by the content of their character† (BrainyQuote.com).

Inventor Project April 1, 1996 Albert Einstein :: essays research papers fc

Inventor Project April 1, 1996 Albert Einstein My name is Albert Einstein. I was born on March 14, 1879 in Ulm, Germany. I was not an inventor in the conventional sense. I was a physicist and theorist. My inventions were not tangible things, but ideas I put on paper and may later on have led to inventions. I was not a good student in school. I did not pay attention to teachers because I found their lectures and teachings boring. Often I would skip class to go study physics on my own. By the age of twelve I had taught myself Euclidean Geometry, and slowly beginning to develope my own theories in physics. My first theoretical paper was on Brownian motion. The paper discussed the significant predictions I made about particles that are randomly distributed in a fluid. My next paper was on the photoelectric effect, which contained a revolutionary hypothesis on the nature of light. I proposed that under certain circumstances light can be considered as consisting of particles, and I also hypothesized that energy carried by any light particle, called a photon, is proportional to the frequency of the radiation. The formula for this is E=hv, where E is the radiation, h is a universal constant known as Planck's constant, and v is the frequency of the radiation. This proposal, that the energy contained within a light beam is transferred by individual units, or quanta, contradicted the hundred year old tradition of considering light as a manifestation of continuous processes. My third and most impotant paper, "On the Electrodynamics of Moving Bodies", contained what has become known as the special theory of relativity. Since the time of Sir Issac Newton, scientists had been trying to understand the nature of matter and radiation, and how they interacted in some unified world picture. The position that mechanical laws are fundamental has become known as the mechanical world view, and the position that electrical laws are fundamental has become known as the electromagnetic world view. Neither approach, however, is capable of providing a consistent explanation for the way radiation and matter interact when viewed from different inertial frames of reference, that is, an interaction viewed simultaneously by an observer at rest and an observer moving at unifrom speed. In the Spring of 1905 after considering these problems for ten years, I realized that the crux of the problem lay not in a theory of matter but in a theory of measuerment. At the heart of my special theory of relativity was the realization thet all measurements of time and space depend on judgments as to