BOSCH GmbH- Human Resource Management Essay

In our work the foreign dispatch process is examined, how far the global requirements on the resource staff are met by Bosch. The measures, Bosch developed for the choice, preparation, moving and reintegration of its employees has been examined and set against the common practice of other enterprises. The work starts with a representation of the enterprise Bosch. The main part is a detailed representation of the measures of Bosch with respect to the four phases of the foreign dispatch. These are judged with the theory from technical literature and compared with the common practice of other enterprises. Subsequently the question is followed whether the expansion plans in the direction of the China require a customization of the staff management. Finally we draw a conclusion whether the measures of Bosch are suitable to fulfill the requirements or must be changed. 2. Bosch2.1 Historical developmentThe enterprise Bosch was set up under the name â€Å"workshop for precision engineering and electrical engineering† in Stuttgart in the year 1886 by the engineer Robert Bosch. The international orientation already started early. In 1898 they founded the first branch office in England (London). One year later they opened a dependance in France (Paris). The first branch office followed in the USA in 1906. The international development has continued until today. In 2003 75% of the manufacturing sites are outside Germany. With daughter and associated companies Bosch is present in more than 50 countries worldwide. Bosch is one of the biggest industrial enterprises in Germany today and is a global player especially in the automobile industry. Bosch has convinced with its innovations since their foundation and has a high position in the market. In 1897 Bosch developed the first low voltage magneto ignition which firstly made the use of internal combustion engines possible. The innovation strength has remained until today; so Bosch was the first component supplier bringing innovations like ESP the anti-lock braking system anti-lock braking system, the navigation system under the names â€Å"Travelpilot† and the electronic stability system on the market. Bosch recognized the significance of its employees for the innovation and market success early, too. In 1906 Bosch introduced the â€Å"eight hour day† when celebrating the delivery of the 100,000 sten magnet igniter. With the delivery of the 500,000 sten igniter they introduced work free Saturday afternoons. 2.2 The Bosch, group todayToday enterprise Bosch consists of the motor vehicle technology, industry technology and use and goods technology. Their core competence and most important unit is still the vehicle technology. This can be proved by regarding the sales volume. The share of this division was 65.4% in the year 2003. The sales development and its foreign share is displayed in graphic 1. Bosch doubled the sales volume within only 10 years, from approx. 16 billion  to 36 billion euros. However, the foreign share of the sales volume increased proportionally faster. From 49% in 1993 it rose up to 71% in 2003. These data underline again the strong international orientation of the company. According to this Bosch has employees all over the world. In 2003 Bosch employed 230,000 people worldwide with a share of 54% outside of Germany. 2.3 The corporate cultureThe idea of the corporate culture is interpreted differently in the literature. Berthel defines corporate culture as follows: Corporate culture is â€Å"the sum of the moral concepts, carried a business together of the employees norms and behavior patterns this one has taken shape in the course of the time†. The philosophy of Robert Bosch stamps the corporate culture since the foundation. So he wrote in 1919: â€Å"It has always been an unbearable thought to me that someone could inspect one of my products and find it inferior . I have therefore always tried to ensure that only look for work goes out that is superior into all respects â€Å". In the year 2001 this culture was strengthened by the new model â€Å"Be Better Be Bosch† and the values were formulated in a written form for the first time. They initiated a modernization project called â€Å"Be QIK†. This model functions as action framework for the after stored aims and strategies:†¢Be QIK, Quality, innovation and Customer oriented†¢Be Better — improve against previous years and gain the competitive edge,†¢Be Bosch, committed to our vision, our tradition and of the spirit of a the company and the legacy of our founder Robert Bosch. The enterprise therefore tries to create a global behaviorial framework, which takes over the orientation function, identification function, coordination and integration function and helps to manage the challenges of the future. 3. Foreign dispatch process at Bosch3.1 Aims of the foreign dispatchBy the assignment of highly qualified employees Bosch aims at a compensation of a lack of know-how in the respective host country. Furthermore Bosch wants to rise the cross culturel skills of their executives in order to improve the  cooperation with foreign departments. Additionally it is possible for the ambitious employees to request for a dispatch in order to enhance their motivation. An important aim of foreign dispatches is finally the implementation of a worldwide corporate culture through which the communication and cooperation within the Bosch group is made easier. 3.2 Dispatch formsBosch distinguishes three dispatch forms. The business trip, the delegation as well as the transfer. The business trip with a duration of up to three months serves to establish contacts or also to conclude business on the spot. With the delegation Bosch distinguishes between the dispatch for the fulfillment of a project task or the dispatch in the context of trainee programs. The expatriate is abroad for a duration between three months and a year. If it is necessary to cover a lack of manpower a transfer is carried out. In this case the duration of the stay abroad is between one and five years. Bosch averagely dispatches their employees for three years. 3.3 Foreign dispatch processA carefully structured dispatch process is very important for Bosch to ensure the success of the foreign dispatch. To this, at first the occupation order is prepared which contains the necessary qualifications of the employee with regard to the vacant job. The choice of a suitable candidate, the dispatch conversation and the information journey to the possible country are the next steps of the process. After this journey the employee finally decides whether he accepts the position abroad. If he agrees, the employee is prepared comprehensively for the stay abroad. Then the moving to the foreign country takes place. After the job completion the employee is reintegrated. The individual phases of the foreign dispatch process are explained in the following more precisely. 3.3.1 Choice3.3.1.1 Theoretical bases and enterprise practiceThe best liability for a success of foreign dispatch can still be seen in the right choice of the employees to be sent. This should include technical criteria, behavior-related criteria, intercultural environment-related criteria as  well as personal criteria. When choosing a suitable dispatch candidate enterprises often orientate at technical performances. However, empirical examinations show, that competences or-related behavior and-related intercultural environment abilities for the cultural customization have a greater influence on the success of the foreign activity. Other surveys from the 1990s confirm that individual performance features are in the foreground at the choice. In addition, they show that the family is hardly co-included in the decision. An interview under Expatriates points, that the well-being plays the family an important role for the professional success. 3.3.1.2 Choice at BoschBosch has recognized the importance of extra-technical criteria for the choice of a suitable dispatch candidate. Besides the career potential, which are investigated by the employee development instruments (see chapter 2.2), features like team and communication ability or representation of the Bosch culture are co-included in the decision. The latter has a great importance for the support of the implementation of a worldwide corporate culture, one of the aims of the foreign dispatch. 3.3.2 Preparation3.3.2.1 Theoretical bases and enterprise practiceInstitutes specialized in further education and intercultural management distinguish between a country specific and country general as well as intellectual and experience obtained preparation. The respective confrontation of these preparation methods shows the following classifications:†¢Intellectual country specific preparationPrimarily general information about the host country is mediated and language courses carried out here. Culture games are, such as the cultural assimilator training. †¢Experience-related country specific preparationThe political, economic and socio-cultural conditions of the host country shall be given to the expatriate a better understanding. With the help of case studies and role plays as well as information journeys the expatriates are prepared for country and culture specifics. †¢Intellectual preparationThe cultural self awareness model plays an important  role in this preparation class. It assumes that it is important to remind the participant of his own stereotyped and behaviors in order to develop a sensibility for the foreign maybe strange looking cultural aspects. †¢Experience-related country general preparationThis preparation method which shall enlarge the intercultural competence of the expatriates (on The job by Outdoor training, intercultural simulation games) consists of the cooperation on international teams as well as of an intercultural action training. â€Å"Source of the success of foreign dispatches is the degree to which an expat is able to establish contacts and manages to overcome culture barriers and to find the way in the strange culture†. The chief attention of the preparation in German and American companies lies in the technical education, the execution of a language training as well as the arrangement of general country information, though. An experience-related preparation seldom takes place. The external execution of the preparation measures is in general preferred opposite the internal one. The family moreover is only seldomly included in the preparations although family problems belong to the most frequent reasons for the failure of foreign dispatches. After a study of the auditing company PriceWaterhouseCoopers 40% of all Expatriates return home ahead of schedule. 96% of these on impulses of the family which often doesn’t cope with the surroundings. The final conclusion is that the size of the preparation is very small in the entrepreneurial practice. 3.3.2.2 Preparation at BoschBosch practices comprehensive preparations for both its employees and their families to ensure the success of their foreign dispatch. At the beginning of the preparation Bosch offers a information journey which is designed for employees who go abroad for longer than 12 months. Before the definite decision, Bosch gives its employees the  opportunity to go to the host country with the companion of their partner. The stay lasts for two to three days, within Europe outside Europe’s approximately one week. By this â€Å"look and sea trip† the employee and his companions can get a better idea of the future place of residence. That shall prevent them from forming unrealistic expectations. If the employee decides to accept the job offered abroad, the real preparation starts. The central HR department is responsible for the execution of the preparation transfers (ZM2). It builds a preparation plan with measures which are coordinated with the needs of the respective employee. The aim of the preparation with Bosch is the arrangement of intercultural competence. This consists of country specific knowledge, linguistic proficiency as well as cultural sensibility of the three elements together. Country specific knowledgeThe arrangement of country specific knowledge contains information about the framework conditions of the host country. Formalities which are connected with a stay abroad are given to the Expatriates and their companions traveling along in a so-called â€Å"Bosch foreign preparation seminar†. So-called â€Å"mentors†, employees already returned home, convey information e.g. to the contract of employment or for tax regulations. By the use of mentors Bosch guarantees that experiences collected abroad are passed on and therefore used for new dispatches effectively. Linguistic proficiencyThe knowledge of the respective national language is prerequisite for a dispatch, because it is very important for an integration in private and in working life. Bosch employees have to learn the foreign language until they reach a level that enables them to come along in working life without any problems. If they want to learn more, they also have the possibility of attaining comprehensive knowledge. The family is tied to ensure that it can find the way in daily life. The language education takes place externally and Bosch takes on the costs both for the employee and for the family. The company attaches importance to the fact that the education starts early so that the required knowledge is reached before the dispatch. Cultural sensibilityThe cultural sensibility of the employees shall be promoted by two measures: the intercultural preparation training as well as the intercultural management training. The intercultural preparation training has the aim of sensitizing the employee to the think and behavior patterns of the host country to make the integration into the strange cultural environment easier for him. If the training is carried out internally, so-called country teams are responsible for it. These teams consist of employees who have made experiences in the respective host country or even are from this country themselves. This five-day intercultural preparation training is offered both for the employee and for the family since this is confronted with the same integration or understanding difficulties concerning the strange culture. This has particularly to be taken into account when thinking of the growing importance of multicultural cooperations, e.g. in the context of joint ventures or international project work. 3.3.3 MovingAt Bosch receives the Expatriate supports for the carrying out of the necessary formalities by the so-called Bosch foreign preparation seminar. When the employee finally starts his stay abroad he usually feels like on holiday. Everything is new to him and he is fascinated by his new task at the company and the new country itself. But this positive feeling often changes after a few months when the first serious problems occur. He feels helpless because he can not manage the situation in the new surrounding. This is called cultural shock. To keep the cultural shock as low as possible, Bosch looks after his employees during their stay and helps them when problems appear. The cultural shock can never completely prevented especially if the difference between the cultures is very large. Nevertheless Bosch tries to prepare their employees by showing general culture differences so that they can deal with problems easyierly. Furthermore Bosch offers his expatriate an intensive coaching. The employee has a mentor in the native country who is two hierarchical orders higher than himself. They meet at least once a year to talk about problems abroad or about further plans of the employee after his return to germany. In addition, a strengths-/ weaknesses analysis is carried out to be able to comprehend the development of the employee and not lose the summary of the knowledge and abilities. An examination of Schroll-Machl shows that the support of the Expatriates is often insufficient in the practice. Many Expatriates have the impression that their enterprise leaves them alone and it doesn’t support at problems. They must manage various difficulties at the same time. Family problems moreover aren’t taken into account in the context of the support in the practice. However, wife and children are especially confronted with greater customization difficulties than the staff member because they have more frequent contacts to the strange culture. 3.3.4. Reintegration3.3.4.1 Theoretical bases and enterprise practiceAfter the expiry of the delegation period the Expatriate returns back to the parent company. A successful reintegration of the employee is both of high entrepreneurial and financial importance. A negative signal starts out from a failed reintegration for other parent company members. The readiness to accept an offer for a foreign activity sinks. Furthermore the financial dimension of the complete dispatch process including the return has to be taken into account. American studies value the total costs of the foreign assignment of an employee at up to 1 millions $. In connection with this, it is surprising that only few enterprises care for the repatriation of their employees professionally. A KPMG examination from the year 2000 showed that 67% of all interviewed people who were delegated abroad said that there is need for improvement at the reintegration process of their enterprise. This criticism has to be taken  seriously since problems with the reintegration have serious consequences for the Expatriate and the enterprise like e.g. a low work motivation or even the cancellation and the change to another enterprise. According to an examination of Black (1992) the share of the returnees who cancel their job within one year after their return due to integration problems is about 25%. The causes of these reintegration diffic ulties are multilayered. You can subdivide them into operational and private difficulties. Operational levelThe search for a suitable position often turns out to be difficult since the HR departments can assess hardly the qualification development of the returnee during his stay abroad. In addition returnees often have exaggerated expectations and therefore are disappointed of the offered job in their home company. They often have the impression that their new skills especially about the country they spent a lot of time in are not appreciated. A study of Wirth from the year 1992 has shown that merely 30% of all enterprises evaluate the experiences of its employees after a stay abroad. Another aspect of the reintegration is the cessation of foreign raises and other privileges. Private LevelProblems frequently appear also in the private area of the Expatriates. During their stay abroad the often only keep the positive aspects of their life in Germany in mind, the negative everyday problems appear only after the return and the first euphoria. The culture of one’s own seems alienated and it comes to the double cultural shock. Particularly the children have to suffer from the new surroundings and from the change since they have accepted the strange culture more strongly, had to leave friends and don’t cope with the German school system any more. For the expatriates and their partners it is difficult to abstain from grown fond privileges like e.g. chauffeur, domestics for themselves or a swimming pool. 3.3.4.2 Reintegration with BoschAs a company with strong international orientation Bosch has recognized the meaning of a successful reintegration of returnees and supports the reintegration of its employees with numerous measures at an operational and private level to put a positive and encouraging signal for future dispatches. 3.3.4.2.1 Measures of the operational reintegrationBosch offers a very comprehensive and strategic personnel policy which takes into account the personal ambitions of the dispatched employees and the future need for highly qualified managers. This prevents Bosch from the problem frequently appearing that no adequate place can be offered to the returnee. Due to its size Bosch is moreover able to offer alternatives in the case of an abrupted dispatch process, like e.g. early return or dissatisfaction with the return position. As already explained different studies have shown that exaggerated experiences on the part of the returnees is the main reason for dissatisfaction with the position after the reintegration. To counteract this, Bosch regularly looks after the expatriate by a hierarchy higher mentor of the parent company. By this he keeps informed about all important developments in the company and furthermore he has contact person for career questions. Due to this permanent communication Bosch is able to get an exact idea about the situation and processes in the foreign business. Another important aspect which fundamentally contributes to the satisfaction of the returning employee is the appreciation and the use of the abroad acquired knowledge. Bosch evaluates the foreign experiences of its expatriates very comprehensively and endeavours suggestions for improvement. Furthermore the HR department tries to find a position in which the returnee can use his new won abilities optimally. This could be e.g. a position in the sales department of the region in which the expatriate was active. Furthermore the returnees have the opportunity to study further in order to work as an expert for the country they stayed in and prepare other employees for future dispatches. The â€Å"BeQIK† corporate culture, introduced in 2001, plays an important role for a successful reintegration. Since all subsidiary firm shall work according to the given behavioral framework, the cultural distance turns out a little bit smaller between host country and native country. Since the practical putting into action of the behavior guidelines is always subject to cultural influences, the degree of the relief should be assessed rather carefully. 3.3.4.2.2 Measures of the private reintegrationTo make the reintegration  easier for the returning expatriate and his family, Bosch offers comprehensive help. They support their employees when they search for an apartment and takes on arising extra tuition costs for the children to make the integration into the German school system easier. Furthermore other Bosch employees who returned from stays abroad in the past can give advice in so called â€Å"returnee seminars† where other persons affected talk about its experiences. 4. Asia, challenge and chance†Rapidly arising markets in the Far East and Bosch takes part †¦ â€Å"This statement of Bosch Bohr, the chairman of the area of motor vehicle technology, shows the meaning of company leaders, which will be attached to Asian and especially to the Chinese market. After a turnover growth obtained already 2003 in China of over 20%, Bosch wants to improve his presence further in the empire of the middle. In the following sections will be analysed, which changes or requirements to the Bosch foreign dispatch will bring the future in the Asian market. 4.2 requirements on German executives in China4.2.1 The intercultural difficultiesThe clashing of different cultures, values and particularly the different styles of management and philosophies leads very frequently to difficulties in the subsidiary firms. To notice which one is the most frequent and greatest problem that the Chinese executives have in the cooperation with German executives and vice versa, the results of a study from the year 1999 shall be illustrated, which Chinese and German manager were working in German enterprises in China. Among the problems, which the Chinese managers have with the colleges from abroad, the most important are the communication problems, like is described in the chart above. The culture, communication, mutual understanding and language are connected closely with each other belong to this category: due to the different culture and the language barrier no satisfactory communication takes place  and therefore it doesn’t come to a mutual understanding. In this connection the bad English knowledge of German managers and their lack of understanding of the Chinese culture will be especially found fault by Chinese colleges. 10% of the mentioning are allotted to problems of the human relations. It disturbs the Chinese executives most, that they are treated differently in comparison with the Expatriates and they don’t have much confidence in Chinese colleges. This is the reason in their opinion that it doesn’t come to friendships between foreign and Chinese executives who are very welcome on a Chinese. The arrogance and haughtiness of the foreigners are also criticized and the lack of interest in the Chinese population. The professional requirements are high: inside the Chinese employees are hungrily to learn the new specialized knowledge of the foreign executive and they notice very fast, weather the German executives aren’t not ready or capable in the expected scale, to give this knowledge further. In connection with this, it is criticized that German executives prefer to work alone, they aren’t cooperative. In the Chinese working world one comes upon, however, the Explanation the Help and Assistance to each other. By the cessation of the in the past (before the open-door policy of China) usual lifelong job in the same enterprise and the fact that one can be discontinued because of a bad performance a considerable pressure is triggered to do well the work and this can have discouraging influence on the employees. There is the high burden of work which lets few leisure time as well as time for the own family. General Manager have variously and very far scattered breadth of the answers without the number of the mentioning being different from each other fundamentally on the part of the foreign ones. Any problem is emerging as  dominate. Problems are most frequently mentioned are in the areas of communication, labour organization, qualification and management. The general managers from abroad find some problems with their Chinese executives not only in the area of the communication. For example they don’t seem to be able to solve their problems with a better communication. However the understanding stands for the Chinese executives, at first place and the lack of communication is also becoming responsibly for many difficulties in the company. 4.2.2 Cultural distinction and integrationThe culture isn’t reflected only in politics and in the everyday life, (i.e. in the social and consume behaviour) but it also influences the business methods, the management behaviour and the relations of employees and employers. In the following section are discussed certain general Asian culture features and their implications for the staff management . Group identity versus individual identityTian xia Wei gong: â€Å"Everything serves the community under the sky†. So there is a Chinese proverb from the old days which has validity today certainly too. The individual never was in the foreground but always, the community within the particular represents a tiny member. This specific and deeply rooted feature has important implications for the staff management: So the individual recognition (punishment) should be carried out in private, the team’s recognition should be carried out barefaced. Conflict avoidanceMost cultures of Asia avoid systematically the open conflict holding. The avoidance of open conflicts is in a close connection with the Confucianism. Straight criticism and open contradiction are accompanied by the danger to lose face and fall to the social trifle. Keeping faceMost Asian societies are settled by the principle of the disgrace (the public humiliation) not by the principle of guiltiness (feeling of individual responsibility, conscience). The concept of the saving face is comprehensively valid, characterizes every human relation and is very important for the staff management since it forbids the public humiliation of employees. Respect opposite to higher-ranking and oldRespect, restraint and modesty are part of the etiquette in the Asian culture room generally. Hierarchies have a more important role (often according to old, rank and sex) than in Germany. The formal authority isn’t called into question; this is part of the harmony commandment. However, one shouldn’t put the Asian respect before the authority absolutely. A bad supervisor is also criticized in Asia and will be corrected though indirect: by pressure on third party, anonymous letters, passive behaviour and resistance, which are disguised with excuses or by frequent illness or really irrational behaviours, like panic bouts. The re-registration is frequently encoded. So the western manager must learn how indirect signals of the discontent should be decoded or interpreted. The respect of the age is one of the basic concepts of a Confucian intellect. The Age doesn’t make only wise but gives a natural authority. Seniority and hierarchy thinking still established tightly in the heads of the Chinese managers. Foreign companies are smitten with the distinguishing between respect of certain hierarchies and the necessity of the support managers who render the corresponding service but don’t have the right age yet. In order to be accepted a younger manager must be more competent than an old one. GuanxiGuanxi has to be translated by the following expression â€Å"personal relations and connections†. It plays a large role in China in all areas of the life; it works as â€Å"sesame-open you† when required because clear and codified jurisdiction doesn’t have any tradition, relations are solution key  for all problems. Western Managers should pay more attention to â€Å"Guanxi† if they want to succeed in china. 4.2.3 Recruitment and motivation of local workersThe recruitment of highly qualified staff and the tie of won workers with the enterprise are a big problem area with which many foreign businesses are confronted in China. These phenomena shall be represented here only briefly since a detailed description would blow up the frame of this work. Recruitment of local workersThe absence of qualified personal is responsibly for the high fluctuation. More and more enterprises try to find Chinese university graduates who are trained in Germany for the business in china. Motivation of local workersIf one has found local executives, one must be able to keep it because the high fluctuation is connected to high costs. Different instruments can contribute to soothe or to overcome the staff bottleneck. These are e.g. the image-building (charitable events), the training (further education possibilities have a high place value) as well as a solid and long-term career promotion strategy. For young highly qualified stuff, a good salary and promotion chances are decisive for staying in the enterprise. 4.3 Optimization/customization of the dispatch process for/to ChinaIf one carries now out an optimization of the foreign dispatch process with Bosch to the employee-employer relationships in China against the background of the executed Asian culture features and criticisms of the Chinese Manager of their German colleagues and colleagues, then the following implications are the result:As a rule, an intercultural preparation takes place. No reason is seen for preparations for the Chinese executives in most enterprises. It will hold the assumption that the Chinese executives must adapt to the western behaviour patterns and methods of working. A common intercultural training is, however, absolutely essential in China for the following reasons:The great difficulties which arise from the lack of mutual understanding, are in a close connection with the knowledge about the respecting other culture, the action sample and moral concepts, but also its enterprise philosophies and styles of management. An intercultural seminar can make considerably, behind certain behaviour which explanations and which roots suit to an executive. It doesn’t prevent the appearance of problems but it offers to possibilities of reacting specifically and developing common action strategies. Furthermore a Chinese executive can for example be made familiar with the German culture as follows: by consignments to the German parent company, international stays, participation in international management courses of Chinese universities or in business Schools. Also for partner and children problems arise in the context of a longer stay abroad. Acceptable solutions must therefore be found also for the family. It is often impossible just in the pacific space to solve the language problems satisfactorily what a far-reaching isolation of the marriage partner and the children can cause with negative family consequences. Therefore the language standard should correspond to that one of the Expatriate which enjoys an education on the standard of the easy communication in the work everyday life. Despite good preparations for marriage partner and if necessary children problems often arise of the cultural integration and problems at school. For the better integration contacts to partners of other Expatriates should be organized. The possibility of working abroad is very important for the partner who accompanies the Expatriate abroad. An intensive cooperation with other enterprises on the spot would be necessary to realize the professional way of expatriate’s wife in China. If no place can be found, the possibility  should be offered for a further training for the meaningful use of the â€Å"timeout† such as a master course of studies. 4.4 Bosch measures for ChinaAll preparatory training is evacuated to the IFIM, the institute for intercultural management in Bad Honnef, since Bosch internal country speakers are specialized in European countries till now. The information journey which shall convey an impression to the Expatriate over its potential future place of work can be extended by max. two days. Another prolongation isn’t granted since the employees/inside activities are used at home and every longer stay also more costs for Bosch meant for hers. The language education is carried out in a 5-week language course at the national language institute NRW in Bochum for which the future Expatriate is put by its work activity completely freely. In the 2 annual cycle the personnel officer the ZM2 accompanies a potential Expatriate on an information journey and this one checks life and employee-employer relationships on the spot. Although Bosch mediates e.g. alone for the partner, however give up many arrangements, not at the job search because of the language requirements. As a rule, Bosch can arrange a job for 5% of the partners. To subsume it, this yields no big changes in the dispatch process especially for China. Professional external help is used regarding the training, one otherwise orientates himself at the worldwide valid dispatch process. 5. ConclusionThe Bosch group is a worldwide active enterprise that on the international markets, special it would like to be present on the Asian market in future. This strategy makes high demands on the staff since intercultural understanding is increasingly important besides technical qualities. International employee use represents a central instrument of the staff development. According to the high importance the dispatch process is organized very professionally by Bosch in all four phases (choice,  preparation, moving, and repatriation). This enormous effort beats itself in very low withdrawal rate, these are only 1-2 % in Bosch and lie under the reference values of other enterprises thus considerably. A possible disadvantage of the time intensive preparatory phase which lasts for at least 10 weeks is the lack of flexibility. Short-term manpower requirements due to problems, like e.g. demolition of a stay abroad or illness of a manager cannot be covered with the usual staff practice in Bosch. The preparation measures of Bosch seem very well suitable also for the dispatch to China, a stronger focus on the language education of the family and the social should be put as well as professional integration of the partner. In order to make an improved cooperation possible of the Expatriates on the spot, a common intercultural training is advisable with the Chinese colleagues. Bibliography Bosch (2004A:) The â€Å"Objectives and Principles† of Employee Development, order enterprise booklet at at all Bosch’s personnel departments as well as Central division employee development and executives (ZM3). Bosch (2004 B): Bosch Australia † — regional corner clays of The Bosch Group â€Å"orders: www.bosch.com.au/downloads/Home/RBAU.pdf (12.04.2004). Bosch (2003A): â€Å"Business report† 2003, order:www.bosch.com/de/download/GB2003_DE.pdf (11.04.2004). Bosch (2003B): â€Å"Bosch today†, order on:www.bosch.com/de/download/Boschheute2003_DE.pdf (10.04.2004). Bosch (2003/2004 ): Worldwide responsibility † — environmental report 2003/2004 â€Å",order: www.bosch.com/de/download/UWB_de.pdf (01.05.2004.)Kuan, Y.-C./Hà ¤ring-Kuan, P. (2001): Journey guest in China, 1st edition, Dormagen. Nickut, J. (2003:) â€Å"Subject and leadership potential recognize and systematicpromotes † to order under : www.mwteam.de/products/Perspek/archives/01-2003/interview HrNickut-RobertBosch.pdf (01.05.2004). Nickut, J./Loose, H., (2000): â€Å"A step to the global player — international choice- AC of Robert Bosch GmbH â€Å". In: Staff, exercise book 7/2000, S.360, 363. Redding, dear/Ng, M. (1982): The Role of ‘Face’ in The Organizational Perceptions of Chinese manager, in: Organization study, 3rd year, no. 3, S.201-219. Welge, K.-M./Holtbrà ¼gge, D. (2003): International management, 3rd edition, Stuttgart. List of the Internet sources:http://www.boschrexroth.com/corporate/de/jobs_und_karriere/personalpolitik/index.jsp (14.05.2004). http://www.bosch-career.de/de/company/aims.htm (14.05.2004). http://www.relojournal.com/nov2000/kpmgsurvey.htm (13.05.2004)http://www.workforce.com/section/09/23/26/42/index.html (13.05.2004)

Bradley Nowell

Wesley Smith Bradley Nowell Bradley James Nowell was a musician who served as lead singer and guitarist of the reggae/punk band Sublime. He died at the age of 28 from a heroin overdose. Raised in Long Beach, California, Nowell developed an interest in music at a young age. His father took him on a trip to the Virgin Islands during his childhood, which exposed him to reggae and dancehall music. Nowell played in various bands until forming the group Sublime with bassist Eric Wilson and drummer Bud Gaugh.Bradley Nowell was born and raised in the Belmont Shore neighborhood of Long Beach, California to Jim and Nancy Nowell, with his sister, Kellie. As a child, he enjoyed surfing and sailing and often participated in boat races. As Nowell grew, he became a difficult child and was often hyperactive and disruptive with his buddy Clayton Arbuckle. His mother recalled that he was â€Å"very emotional, very sensitive, very artistic, but he was needy†¦ He was always testing just to see wha t he could get away with†. Nowell's rebellious behavior increased when he was ten years old caused by his parents’ divorce.His mother was awarded custody of Nowell, but found him too difficult to control on her own and he subsequently moved in with his father full-time at age twelve. At the age of thirteen, he began playing guitar and started his first band Hogan's Heroes with Eric Wilson, who would later become the bassist of Sublime. Nowell and Wilson met in sixth grade and lived across the street from each other; during this time, Nowell was described as a â€Å"gifted kid with many friends†. At first, Wilson did not share Nowell's interest in reggae music.Nowell attended the University of California, Santa Cruz before transferring to Cal State Long Beach to study finance. However, he dropped out one semester shy of earning a degree, stating in 1995 â€Å"I have all the hard classes left†¦ I doubt I'll ever go back†. According to â€Å"Westwood On e Interview† on disc three of the Sublime box set, Nowell got together with bassist Eric Wilson and drummer Bud Gaugh, and began performing in small shows at house parties and barbecues in 1988. The band was often forced to leave the parties they performed at due to excessive noise, which would result in neighbors calling the police.Sublime gained a reputation for their rowdy behavior and eventually became one of the most popular bands in Southern California. Despite their success, music venues were skeptical of the band's eclectic musical fusion and many refused to book the band. In response, Nowell and Wilson created their own music label, Skunk Records, and told venues that they were â€Å"Skunk Records recording artists†, which helped the band seem more accomplished and subsequently book more shows. The band produced and distributed Sublime's early recordings on the label. The band's demo tapes were later sold at shows and local record stores.While on tour in the mi d-1990s, Nowell met Troy Dendekker, and they started dating. In September 1994, Troy became pregnant. In June 1995, Dendekker gave birth to a son, Jakob James Nowell. A week before Nowell died, the couple married in a Hawaiian-themed ceremony in Las Vegas. Seven days after Nowell's marriage to Troy Dendekker on May 18, 1996 Sublime embarked on a five-day tour through Northern California, with a European and an East Coast tour to follow. On the morning of May 25, at the Ocean View Motel in San Francisco, drummer Bud Gaugh woke up to find Nowell lying half-way across a bed, with his knees and feet on the floor.At first, Gaugh assumed he had been too intoxicated to get into bed; however, further inspection allowed him to notice a green film around his mouth, and it became apparent that he had overdosed on heroin. Gaugh called for paramedics, but Nowell had died several hours earlier, and was pronounced dead at the scene. Nowell was cremated and his ashes were spread over his favorite s urfing spot in Surfside, California. A headstone was placed at Westminster Memorial in Westminster, California in his memory.

Toothpaste Out of Baking Soda

Chapter I The Problem and its Background Introduction Many people nowadays are urged to be aggressive, to get ahead of the rest and to be number one. We are pulled by media toward self-centered pleasures. So many commercials show us a lifestyle of pleasure and according to them can makes us happy. We are most of the time driven by their promises of making us comfortable and beautiful. The products they are advertising may have bad effects on our health that they may not spill out to us for the reason that their products may not be sold. These products may contain harmful ingredients and chemicals that may lead to diseases and abnormalities in our bodies. An example is the commercial toothpaste. Commercial toothpastes are full of chemicals and some of the ones that you see on your shelves have been shown to contain harmful ingredients. Research has proven that sodium lauryl sulfate or (SLS) found in most toothpastes have a tendency to dry out the lining of your mouth and gums. This can cause gum damage and sores in the mouth because of the acidity in foods and drinks that the lining would normally protect against. Statement of the Problem The study aims to discover the advantages of making your own lemon-flavored toothpaste out of baking soda instead of buying from the market. The study seeks to answer the following questions: 1. What are the advantages that we can get from making toothpaste out of baking soda? 2. What are the effects of making your own toothpaste to those who will be using it? 3. What ingredients or materials help whiten and polish teeth? 4. What are the other possible flavors that can be added to the toothpaste aside from lemon zest? Scope and Limitation The study focuses on the advantages of making your own toothpaste out of baking soda. It is confined on what are the benefits the user can get from making their own toothpaste and how it will affect their teeth health. It does not include the research on the other ways of making your own toothpaste aside from baking soda. Significance of the Study This study will benefit the following: The ordinary people. For them to be informed of the effects of using comm ercial toothpastes. The parents. For them to save money in times they become short and to be sure of the ingredients that go in to their toothpaste. The teenagers. For them to develop their creativity in making their own toothpaste and for them to know what materials actually help the teeth become healthy. Definition of Terms Toothpaste is a substance for cleaning the teeth in the form of paste. Baking soda or bicarbonate of soda, is a leavening agent used in baked goods like cookies or quick breads. Lemon zest are  tiny bits of lemon peel Glycerin is a clear, colorless, syrupy  liquid  that occurs extensively in nature and is naturally found in the  cells of  plants,  animals and humans. Hydrogen peroxide is a colorless, heavy, strongly oxidizing liquid, H2O2, capable of reacting explosively with combustibles and used principally in aqueous solution as a mild antiseptic, a bleaching agent, an oxidizing agent, and a laboratory reagent. Chapter IV Summary, Findings, Conclusions and Recommendation Summary The study aims to discover the advantages of making your own lemon-flavored toothpaste out of baking soda instead of buying from the market. Toothpaste  is a paste or  gel  dentifrice  used with a  toothbrush  as an accessory to clean and maintain the aesthetics and health of  teeth. Most of the commercial toothpastes that can be bought from the market contain harmful ingredients. This can be avoided by making your own toothpaste. To make your own lemon-flavored toothpaste, we will just mix everything up. To make the lemon zest, you will just grate the peel of a lemon by rubbing the lemon on the grater. In adding up the lemon zest, you can experiment on it. It’s the part where you can have fun. We observed that our final product, the lemon flavored toothpaste out of baking soda, became color yellow. After we have tried it, we felt freshness in our teeth. Also, based on our research, baking soda does really help whiten teeth and in fact, it is an element of most toothpaste and have been approved by the American Dental Association to be a component of most toothpaste. Findings The advantages that we can get from making toothpaste out of baking soda are that, you can know that you are using an all-natural product. These are a more natural alternative and they do a wonderful job at cleaning the m outh. Making your own toothpaste will help you save money and you will have the benefit of knowing the exact ingredients that go into your own toothpaste. Your toothpaste will not have any artificial ingredients that color it and flavor it. You will be able to avoid sweeteners, artificial ingredients and preservatives simply by making your own toothpaste. The people who would be using their homemade toothpaste will have a chance to show their creativity and personalize their toothpaste. They would be able to know the ingredients that are needed to help whiten teeth. Baking soda and hydrogen peroxide are the ingredients or materials which help whiten and polish teeth. Baking soda has a natural cleansing ability and can even be found in some commercial toothpaste. It's non-toxic and will help polish your teeth. Hydrogen peroxide naturally disinfects your mouth and will also help whiten your teeth. Aside from lemon-flavored toothpaste, you can also have any other fruit flavor you may like for your toothpaste. You can also have mint-flavored toothpaste by adding peppermint oil or cinnamon. Conclusion As we are making this project we can conclude that making your own toothpaste have a variety of advantages to the person using it. The user will have the experience of having fun experimenting what is the best flavor for a toothpaste. Though the taste may not be that desirable, but it do a brilliant job of cleaning and whitening your teeth. We can also conclude that making your own to othpaste can help avoid the harmful ingredients being added to commercial toothpaste. The person who will be using it will be developing a sense of awareness of how baking soda and hydrogen peroxide do such a wonderful job at whitening teeth and polishing teeth. They will also be able to save money and at the same time have fun experimenting. Recommendation We recommend you to try and make your own toothpaste whenever you run out of it. You can try making other flavors of toothpaste and personalize it. With the many advantages of making your own toothpaste, you will surely benefit from it. We also recommend that you encourage others to make their own toothpaste and have fun experimenting different flavors for their toothpaste. They may even discover many combinations of flavors that they will be energized to brush their teeth!

Describe the differences between the R list and vector Essay

Describe the differences between the R list and vector - Essay Example Visualising data as graphs ,maps and boxplots is another important requirement . R comes with strong graphical and mapping facilities. â€Å"R is an integrated suite of software facilities for data manipulation. R is very much a vehicle for newly developing methods of interactive data analysis. Many consider R as a statistical system. It is an environment in which most of classical and modern statistical techniques have been implemented†.(Venables et al 2009) . â€Å"Every thing is an object in R. All Objects are built of a basic set of built-in objects. The type of an object define how it is stored in R. Objects in R also are members of a class. .Classes define what information objects contain and how these objects may be used â€Å".(Adler Joseph 2009) All kinds of vectors can be created using the c(†¦.) function where c stands for combine or concatenate . Numeric vectors containing a sequence of values can be created using the sequence function seq( ) or using the operator :. Vectors can also be created by repetition of elements using rep( ) function(Alder Joseph 2009) Vectors can be used in arithmetic expressions ,in which case the operations are performed element by element. The elementary arithmetic operators are +,-,*,/ and ^ (Venable etal 2010).Vectors need not be of the same length A lot of built in mathematical functions are available in R which can take a vector as an argument and return another vector as a result .Such functions are called vectorised functions .Such functions make calculating and plotting mathematical functions easy. Lists are created using the list function .Objects in the list can also be named . Components in the list can accessed by the double subscript `i` where i is the position in the list. If the objects in the list are named ,the components can be accessed using

Martin Luther the Hero of the Reformation 1483 to 1546 Essay - 1

Martin Luther the Hero of the Reformation 1483 to 1546 - Essay Example This paper illustrates that Martin Luther’s parents were so devoted to teaching him the ways and the fear of God from his childhood. In the year 1517, during the day of All Saints, and he was then a theology professor at the University of Wittenberg, he made a posting of 95 theses on the door of the church. His major concern in the theses was the disposal of indulgences in the afterlife as depicted by the papal grants and the inclusion of purgatory releases. The present research has identified that Martin Luther first wrote the theses in Latin but translated the whole work into German. This work of the theses prompted a summoning by the church for an explanation to the authorities. The paper tells that Martin Luther would later get involved in more controversy and in the year 1520, he made writings about papacy's corruption, the supremacy of faith as compared to the good works and the acknowledgment of only two out of seven sacraments' validity. Due to this, in 1521 he was mad e to appear before the then emperor Charles the 5TH. The conclusion from this study states that Martin Luther, despite all the summoning and his open criticism of the church, he was not to recant these writings. The result was his banning under the Worms Edict. According to the research findings, it can, therefore, be said that it was his numerous disagreements with the Roman Catholic Church’s doctrines that sparked many events and within a few years marred the unity of German religion.

The Differences and Similarities of the Different Asian American Research Paper

The Differences and Similarities of the Different Asian American Immigrant Experiences - Research Paper Example In chapter 3, we find that all servants who came into America still got discriminated against by the wealthy class of white people. During this time, Africans were being shipped as servants. Asian Americans have been here for over one hundred and fifty years, the Chinese arrived first but what happened to them influenced how the Japanese, Koreans, Filipinos, and Indians altogether were received. We observe that many of the immigrants received a hostile reception from the Native Americans and were treated as second rate citizens. 1882 saw the enacting of the Chinese Exclusion Act, which prohibited the entry of the newcomers on basis of their nationality. The Japanese likewise were not accepted in America. This they realized with a lot of pain when they were placed in internment camps during World War 11. Many of the Asian immigrants were received with some sort of discrimination in addition to laws and acts being enacted to prohibit certain countries immigrants from entering the USA w hich affected almost all the immigrant. There was competition between the white settlers and the Chinese which saw the enactment of Foreign Miner’s license Tax, where every foreigner not keen to become a citizen should pay three dollars on tax. Since Chinese could not become citizens, the enacting of the tax affected them entirely with act tax being followed by many others that were mainly intended to frustrate immigrants. Another similarity in experience is that at the beginning, Asia immigrants were welcomed because of the cheap labor they provided. For instance, the Chinese were welcomed in the building of the railroad. This clearly came to change later as their hardworking nature made them a threat. A worthy experience for all Asians was that of the Anti- Asian Laws which was mainly intended to frustrate the difference Asians immigrants. A notable difference is that of the Chinese and Japanese. Though the Japanese migrated in large numbers to Hawaii, their numbers in the mainland were insignificant as compared to Chinese, this thought changed as of 1902. Another difference in experience is actually the fact that the Japanese were able to economically empower themselves through agriculture something that the Chinese never had. Another difference is that with time the Japanese Exclusion Act was eliminated which was on the same line as that of the Chinese Exclusion Act. Another worthy difference to note is the fact that the Hawaii Japanese later were able to populate and stated their own family something the Chinese never did. The Indians too, though, they had lived for long in the United States, they too experienced hurdles from the United States government. They received harsh treatment coupled with the enactment of laws aimed at barring them from immigrating into the United States. They suffered from poverty realities too just like any other Natives Immigrant.  Ã‚  

Manufacturing process for rear spoiler for formula 1 Coursework

Manufacturing process for rear spoiler for formula 1 - Coursework Example Since the rear wing assembly is made from carbon fibre, it has very low weight coupled with high strength and rigidity. In terms of rigidity, it is comparable to steel, although it is roughly 5 times lighter. The drawback is the high material costs and the multifaceted process of manufacturing. It is of note that 1m2 – one square metre – of pre-impregnated carbon fibre sheet cost ranges from â‚ ¬50 to â‚ ¬200. A typical F1 rear wing is build with around 210m2 of pre-impregnated sheet of carbon fibre costing in the region of â‚ ¬42,000 to make the carbon fibre components alone. The rear wing is manufactured to weigh only 10 kgs (Moore 2012). The manufacturing process of an F1 rear wing is a complex process. The process initially begins with manufacturing the carbon-fibre pieces to be used in making the rear wing. At first, the rear wing is designed on the computer using Computer Aided Design (CAD). The data is then processed and acts as a foundation for Computer Aided Manufacturing (CAM). With the use of a 5-axis milling machine, the form is then cut into a tooling block which will essentially serve as a positive mould (Sauber Motorsport 2014). The laminators place the pre-shaped pieces of carbon fibre on to this tooling block. When this process is finished, the whole item is bundled into a polythene bag. It will then be vacuum-sealed and put in an autoclave wherein it gets cured for between 10 hours to 20 hours at a temperature of roughly 50Â °C. After a few last touches, the resultant negative mould is then ready to be utilized in manufacturing the actual carbon fibre component – the rear wing (Anderson 2013). ). In manufacturing the rear wing, 2 sets of aerofoils which essentially make up the F1 rear wings are made separately. The lower aerofoil comprises one element; it is smaller than the upper aerofoil and provides some downforce. The upper aerofoil comprises 1 element and provides the most downforce and it varies from one

Consumer law Essay Example | Topics and Well Written Essays - 3500 words

Consumer law - Essay Example Thus, the court held; "it was possible that a business could deal as a consumer". On the surface it appears that the ruling in R & B Customs totally contradicts the basis of the statues themselves, But upon review, we see that the vehicle was in fact purchased for double use; partly for family use, and partly for business use. The family use of the vehicle, coupled with the fact that the purchaser was not in the car business influenced the courts decision to extend an exception to the statue. So in the case of Andy, he would now be in accord with R & B Customs, he would now be classified as a consumer availing him of protection under The applicable statues found in the UCTA and the SOGA. In that we have stratified him and established his privilege to coverage as a consumer, we can approach the remaining issues affecting the car and his likely remedy. The only acknowledged car fault was with the brakes, and the dealer acknowledged the fault by accepting a 400-pound reduction in his initial price. It was presumed by Andy that a repair of the brakes would render the vehicle totally road worthy, thus of satisfactory quality. And presumably place the sale in accord with the SGA. We find a similar case in Bartlett v. Sydney Marcus (1965) the claimant purchased a second hand car from the defendants and was advised that there was a minor problem with the clutch. Being offered the option of purchasing the car at a reduced price and effecting the repairs himself, or allowing the vendors to repair the car and paying full price, he chose to accept the reduction and get the work done himself. This was indicated on the sale documents.... Andy purchased a used car for multi-purpose usage; shopping, collecting the children from school and occasional business use. He paid for the car with a cheque drawn on his business account.The only acknowledged car fault was with the brakes, and the dealer acknowledged the fault by accepting a 400-pound reduction in his initial price. It was presumed by Andy that a repair of the brakes would render the vehicle totally road worthy, thus of satisfactory quality.In the Product Warranty Liability Act a description of Implied warranty is provided to describe the suppliers contractual responsibilities (or guarantees) regarding the quality or fitness of the goods. Implied warranties, which don’t depend simply on what the supplier says but based on the consumers’ reasonable expectations about the goods in all circumstances. The supplier may be responsible under the implied warranty even if the supplier says nothing at all about the goods. The purpose and nature of implied warr anties is to protect the reasonable expectations that a buyer would have about the goods considering all the circumstances of the sale. Because reasonable expectations do not simply depend on what the supplier says but on other circumstances as well, implied warranties apply even when the supplier says nothing at all. (PWLA) The issue is supported in law by Smith v. Land and House Property Corporation, 28 CHD 7 South Australia, where the court held; â€Å" a statement of opinion can be regarded as a statement of fact in certain situations.

Mot Essay Example | Topics and Well Written Essays - 750 words

Mot - Essay Example In order to help unmotivated students, a process called attribution retraining is employed that involves modeling, socialization and practice exercises among others. Moreover, other potentially helpful practices can be incorporated such as portraying effort as investment rather than risk, portraying skill development as incremental and domain specific and always focus of mastery. During early childhood development, children express their concern through curiosity and explore new things. However, as children grow, their psychosocial environment influences their learning behavior and learning frequency. Many children though physically present in the classroom remain absent mentally. They do not want to invest their mind and energy towards learning things. It is therefore, important for educators to first understand students’ attitudes and beliefs towards learning and then help minimize students’ lack of concern. Understanding student motivation is very important. In simple terms, it can be defined as the students’ desire to participate in a specific task. However, it is also directly associated with students’ academic achievement. Students can get motivated in two ways: intrinsically and extrinsically. In the former case, motivation comes from rewards inherent to a task. However, extrinsically motivated students perform task to avoid punishment such as grades, teacher approval, etc. However, the phrase, motivation to learn is mainly associated with academic achievement. It does not matter whether the task is intrinsically or extrinsically motivated or not. Well, there are various factors that influence student motivation including modeling, communication, instruction, socialization, etc. In addition, home environment also shapes the students’ attitudes and beliefs towards learning. Parental care, encouragement and explaining answers to numerous

Organization Development Essay Example | Topics and Well Written Essays - 1500 words

Organization Development - Essay Example It has been also notified that NAB had a very prosperous past and flourishing from 1980 to 1990. After that, the bank started to lose its credibility due to organizational decisions such as the plan of expansion. 1.2 Importance of the study Numerous factors influence the business effectiveness. Therefore, we will analyze the effectiveness of organization in the context of organizational culture. Many authors have analyzed organizational culture and organizational culture is gaining significant magnitude regarding business enhancement. In the current study, we will discuss several dimensions of organizational culture per se: organizational development, effectiveness and management. Clearly, organizational culture is not a limited subject; it has various branches and affects the whole organization. Moreover, the study will guide organizations for taking right steps in the correct directions. 1.3 Introduction In the current study the weaknesses and a few incidents will be discussed, whi ch have been the core cause of the downfall of the services’ standards of the NAB. Some reasons will be highlighted. This aspect of the study will help to develop a correct future prospect of any bank. Furthermore, the literature review will help to ascertain the true reasons for such happenings. Prior to analyze the current topic, a general view of organizational culture will be put forth for deeper understandings. The context of the current topic will be supported through previously done research. The focal point of the current paper is organizational culture. The organizational culture has been designed with the help of past examples; those examples have been found important, successful, and relevant for the development of organizational culture. Experienced people have obtained the help from organizational practices, and values to develop a hypothesis for organizational culture’s implementations (Schein, 1990). 1.4 Choosing a company; Why bank? I will focus on the National Bank of Australia as every company has a dissimilar history. The bank has gone through very difficult times. Moreover, the social atmosphere influences significantly the banking industry; therefore, in my view to study a culture of a bank is helpful to ascertain the solutions of present cultural issues. I am well aware of the culture of NAB. The National Bank of Australia two decade ago was the largest bank of Australia. It had a reputation. Its shares were selling like a hot cake. The bank had planned to expand its boundaries from Australia to North America and Britain. 1.5 General perception and definition of organizational culture By understanding the behavior, thoughts, point of views and feelings of a group of people within the organization, or in the world, a set of rules and regulations development is called culture (Schein, 1996). To ascertain the attitude of an individual within the organization three-core aspects can be studied within the parameters of cultures, t hese are organizational culture, occupational culture, and national culture (Hofstede, 1991). 1.6 Organizational Culture If there were dissimilarities between shared experiences and standards, it would generate organizational culture; moreover, it is developed and enhanced within the organization and not go beyond the limits of organization. The culture that grows between schooling and university period until the

Human Resource Law - Consulting Project Paper Essay

Human Resource Law - Consulting Project Paper - Essay Example Due to these threats, organizations need to invent heavily on its human resource department. More emphasis should be put on employee related issues to protect an organization from law suits, which might even lead to collapse of a business. Dataset technology is a company which has suffered heavily due to legal suits from its employees. Dataset technologies is an organization with its roots in the US and have opened branches in other countries in the world. The company was started in 1997 as a small business unit dealing with information technology equipment. The company started with selling of computers and other computer accessories. It has now grown and, it now develops computer programs for governments and other companies. It also offers consultancy in all information technologies related problems. (Jeffers 2005) Its headquarters are based at Dallas Texas in the US. The company is not so popular in the US perhaps as a result of the fact that most of its businesses are done outside the US and specifically in Africa. The company boasts of more than 1500 employees from different origins and backgrounds. Its workforce is probably one of the most diversified in the corporate world. This has been enabled by the organization’s policy on employment where it boasts as an equal opportunity employer. Problem statement The company has suffered several losses from legal suits by its employees resulting from discrimination issues. This has given the company’s top leadership headaches for several days as the company’s reputation is on the verge of deterioration. The company also risks cancellation of substantial contracts with several governments and companies due to the law suits which could lead to massive financial loss for the company. The increase of terrorism cases in the world has led to discrimination of Arab-Americans, working with companies who have consequently engaged the company in a bruising legal tussle leading to loss of finances. The d iscrimination has also led to the company losing some of its highly qualified staffs who are of Arab- American affiliation, as well as Arab employees. Employees who are of the Muslim faith have as well reported cases of discriminations in the recent past. This has been escalated due to terrorist attacks in the recent past. Reports of harassment, intimidation and violence based on ones faith, national origin and race have also been reported. These discriminations escalated after 9/11 attacks. Employees from the Muslim faith have been demotivated due to this and are living in fear hence cannot produce as expected of them. There have been more than 15 cases reported in Dataset technologies from July last year, which is a worrying case for the company. There are cases where an employee of Muslim faith has been regarded as a terrorist. So what does workplace discrimination and harassment entail? (Jeffers 2005). Workplace discrimination and harassment Unlawful discrimination, according to the federal and state laws, arises when someone is treated less favorably than other employees in the organization due to his/her color, religion, age, nationality, disability, marital status, sex and other attributes as described in the anti-discrimination legislation. Harassment at the workplace happens when an employee is made to feel frightened, hurt or humiliated due to their race, color, religion, nationality, sex, disability,

Enteprise risk management unilever by the example of unilever lipton Essay Example for Free

Enteprise risk management unilever by the example of unilever lipton Essay Introduction More and more companies begin to understand the importance of risk management (Enterprise Risk Management, ERM) — the fields of management thanks to which business doesnt revolve, and receive an additional boost. Still, quite recently many ERM programs were directed, mainly, to studying of already known problems, or to the assessment of all risks in a row, irrespective of their level. Though such activity also allows giving employees full-time job, it seldom brings benefit to the company focused on the result. It is obvious that conditions of business are accompanied by the huge amount of risks. Without preliminary preparation of the company, supported with the realization of the strategy, can fall a victim of any unforeseen event which will threaten their success, and it is possible, and to survival. In such time, it is very important to have the reliable ERM program which is interwoven into the fabric of strategy of the company and is integrated into its daily business activities. However, implementation of the effective ERM program is today not the simplest task. Having faced the uncertainty of prospects of changes in standard regulation and economy, many companies make considerable efforts to create the effective and purposeful program which will provide an understanding of the most important risks. Though each enterprise and branch has the specifics, there is a number of the general actions which will lead to the creation of more effective ERM program. Background information Unilever is the British and Netherlands company, one of the world leaders in the market of foodstuff and goods of household chemicals (including perfumery). Now in these segments, the company is the second in the world sales volumes. The headquarters are located in London and Rotterdam. The company is led by the board of director’s representative Michael Treschow. The executive managing director is Paul Poleman. The net income for the previous year was on the level of 5.2 billion euros. The company has more than 175 thousand employers worldwide. ERM Overview Risk management plays an essential role in the company in achieving its long-term goals. The success of the Unilever company. The overall company’s success depends on its abilities to identify and evaluate risks and opportunities generated by either business or markets the company is in. The total turnover of the company was more than â‚ ¬52.7 billion in 2016. 57% of the business being held across the world takes place in emerging markets. The company owns 13 brands, all of them have annual sales volume more than 1 billion euros per year. The company has more than 169 thousand employers worldwide. The gender structure of the company is following: 46% of managers are women and 54% are men. By 2016, over 610 Unilever sites were distributing zero non-hazardous waste to landfill. The Unilever company is number one FMCG graduate employer of choice in 34 of the 60 countries to be recruited. In 2016 Sustainable Living brands grew 40% faster than the rest of the business of the Unilever. ERM Integration with strategy Appraisal of Unilevers Risk Management Strategies Unilever has perceived that the vast majority of the dangers presented to it might wind up noticeably material snags to the organizations further advancement. According to this fact, it has attempted to take some viable and organized measures to distinguish and after that endeavor the key hazard administration systems for the business. There are several specific risk management strategies that are implemented with company’s mission and long-term strategy: Unilever has been carefully observing monetary markers and purchaser conduct in various territories through broad and expert research with a specific end goal to react rapidly and take new and adaptable measures to take care of the changing demand of clients. So as to manage the issue of budgetary instability, the organization has been attempting endeavors to access worldwide obligation advertises through different routes, for example, short-term or long-term debt programs. Unilever appends extraordinary importance to the change of loan cost, attempting to have distinctive sorts of budgetary administrations and adjust the dangers amongst drifting and settled rate enthusiasm after an expert forecast and appraisal of the financing cost. Regarding the remote foreign exchange rates, Unilever sets an arrangement which constrains the working organizations monetary outside trade exposures in order to reduce such risk. Unilever has made a progression of standards and strategies for the technique of design, producing, and retailing of items to guarantee the high requirements of items quality. What more Unilever has a â€Å"Sustainable Development Group† which consists of 5 external specialists, involving in the company’s strategy development. Associated Risks Conclusion References http://www.cfin.ru/finanalysis/risk/ERM.shtmlhttps://www.unilever.com/Images/risks_ar15_tcm244-477397_en.pdfhttps://www.slideshare.net/muthukum/unilevers-lipton-risk-management-with-business-intelligencehttps://www.unilever.ru/about/who-we-are/introduction-to-unilever/

Microcontrollers In Wireless Sensor Networks

Microcontrollers In Wireless Sensor Networks ABSTRACT: Now a days wireless sensor networks have been gaining interact with physical in world. Whereas these can be used in different applications in medical, military, roadside, industrial etc .In the wireless sensor network reducing power is the main importance. In wireless sensor network, which are using battery operated sensors need low-power component devices to increase the life time of the sensors and also gives rise for wireless sensor networks which prolongs the life time for sensor nodes. In this we explore about the three different microcontrollers in wireless sensor and also we discussed about the characteristics of the typical wireless sensor network application. They are Microchip, AVR and MSP430 series. By comparing this we conclude which is best for the wireless sensor network. Now a days these microcontrollers are commercially using in sensor nodes. 1. INTRODUCTION: A sensor node is a node which is able for performing some processing, collecting sensor informations and communicating with other connected nodes in a sensor network and it is also called as mode. These sensor nodes usually have very small computers and storage capability compared to desktop computers. This can be attributed to their use of very low power microcontrollers. Microcontrollers perform the main task in the sensor nodes i.e. processing the data and controlling the functions of the other components. These are some of the controllers using as Digital Signal Processors, Field Programmable Gate Array and applications. So microcontrollers are more suitable for sensor nodes. The best choice for embedded systems is to use microcontrollers because of the services providing by them, like it can connect to other devices more flexible and the power consumption is less. Digital Signal Processing is commandeering for broadband wireless communication, but according to wireless sensor networks the communication should be simple and easy to process. Field Programmable Gate Array are not used in wireless sensor network because it should required more time and energy for the reprogrammabling and reconfiguring to their usage. Application-specific Integrated circuits are performing as hardware where as microcontrollers are providing as softwares.So a wireless sensor network mostly uses microcontrollers. In this wireless sensor network we uses so many microcontrollers with different companies they are Microchip, Atmel etc. There are three different typical micro controllers which are used in wireless sensor network applications .they are Microchips, AVR series MSP430 series. 2. TYPICAL MICROCONTROLLERS USED IN WSN APPLICATIONS: 2.1. Microchips: PIC microcontrollers are made by microchip technologies limited. These are mainly used in industrial development due to their low cost and it has serial programming capability. The features for microchip are explained below. 2.1.1. Interrupt structure: In the PIC microcontroller interrupt structure is very simple but powerful, we can set the priority levels to the interrupts i.e., high or low and also these are useful for real time interrupts. 2.1.2. Instruction set: For the lower end PICs it varies about 35 instructions and for higher end PICs it varies about 80 instructions.pic micro controllers called as 8bit micro controllers because we have different PIC series for example PIC12 series size varies from 12bit and 30bits in the PIC30.in this single cycle execution with single delay cycle. 2.1.3. Memory architecture: PIC microcontrollers follow Harvard architecture nothing but separate code and data space. This microcontroller have number of register files which works as general purpose ram some of special purpose control registers for on chip researches. In this memory is divided in to banks. 2.1.4. Input and output features: For every microcontroller we have I/O ports, which are used for transceiver and analog to digital conversion interfacing. But for some of the PIC series microcontrollers have on-chip ADC, due to this we used direct for analogy data from the transducer.PIC series also having the hardware which can carry SPI out. 2.1.5. Applicability of low power techniques: These microcontrollers are able to operate over a wide frequency and voltage range which makes frequency scaling possible. Some of PIC series dont support frequency scaling but due to the external hardware they can support they are PIC12 and PIC16.but some PIC series supports the frequency scaling because of having the internal RC oscillator which can be used as clock. Due to this clock switching it takes time for result. 2.1.6. Low power sleep mode: By comparing the microcontrollers the PIC series microcontrollers are simplistic. Due to this lower end PICs doesnt have sleep modes. But for PIC16 microcontrollers it has only one sleep mode which was placed on processor core, for PIC18 series have two sleep modes if the peripherals are running then the core is shut-off and it is vice versa for second sleep mode. 2.1.7. Pipelining: PIC instruction takes one machine to execute i.e. 4 clock cycles. For execution it takes two phases fetch and execute. This is a two stage pipeline. 2.1.8. Shortcoming: PIC microcontrollers have a small set of instruction set but these are best comparing to RISC devices. But PIC architecture doesnt have more advantages compared to RISC.They are, it doesnt have load-store architecture, due to this the memory direction refers in arithmetic and logical instructions. By comparing to RISC processor, this PIC has only a single register but for RISC typically includes 16. 2.2. AVR series: The AVR series microcontroller is also fallows the Harvard architecture.ATMega128L microcontroller is widely used in sensor nodes. The features for AVR are explained below. 2.2.1. Interrupt structure: AVR microcontroller is a powerful interrupt structure for AVR interrupt execution is enabled for four clock cycle minimum. Then the program is executed. 2.2.2. Instruction set: The AVR ISA is more suitable than 8-bit microcontroller. The ATMEGA128 offer 133 powerful instructions. Each instruction takes one or two 16bit words. In this instruction set arithmetic operations work ob register R0-R32, but not directly on RAM. 2.2.3. Memory architecture: The Harvard architecture type AVR is based with programs and is stores data separately for performing and parallelism. Flash, EEPROM, SRAM are single integrated chip. The register file, input out registers, and SRAM are data address space. 2.2.4. I/O features: General purpose I/O ports are bi-directional. These AVRs has a built in ADC and Analog comparators. In AVR on Chip Debugging (OCD) support through JTAG.The flexible communication in AVR is serial peripheral interface and a two-wire serial interface and these are analog comparators. 2.2.5. Applicability of low power techniques: In this the low voltage is operating down to 1.8v.in this voltage is available and also frequency scaling also provided. 2.2.6. Low power sleeps modes: It also fix power sleep modes they are Idle, ADC noise reduction, power-save, power-down, stand by and extended stand by. 2.2.7. Pipelining: In this microcontroller each instruction occupies one or two cycles and it also consists of fetch and the execute cycle. It also has single level pipeline design. 2.3. MSP430: These types of microcontrollers are by Texas instruments. It is one of the lowest power consuming processor in the market at present. It is ideal for wireless applications and embedded systems. The features for MSP430 are explained below. 2.3.1. Interrupt structure: In the MSP430 microcontroller interrupt structure provides two timers and a watchdog timer. It is also a power interrupt structure. In this interrupts have fixed priority by ordering. 2.3.2. Instruction set: The MSP430 is a 16-bit RISC processor and it has common RISC features in ISA. in this controller it has 27 core instructions and 7 addressing modes are present. These are having three core instructions format they are operand, operands or a jamp.In this both dedicated stack and stack are available. 2.3.3. Memory architecture: These microcontrollers are also uses same space and data as per above discussed controllers. In this the entire ROM and RAM a single 16-bit pointer is used. This processor contains 16-bit register.R0 is a program counter,R1 is a stack pointer,R2 is a status register and R3 is a special register i.e. nothing but a constant generation.R4 to R15 is for general use. 2.3.4. I/O features: The host of I/O features are built in msp430.for interfacing devices like radio and transducers it has 10 I/O ports. UART and SPL support are available on the type of models. 2.3.5. Applicability of low power technique: For low power applications the msp430 is neutral. With the help of its supply voltage supervisor it can sample input voltage and at each time it can set below a software programmable threshold. 2.3.6. Low powers sleep modes: Six different power modes are available for msp430. Wakeup time is 6micro sec with the use of digital oscillator. 2.3.7. Pipelining: It is not a pipelining architecture. There is no pipeline because they have different number of cycles in instruction but the positive is the most instructions run in one cycle which doesnt make the processor too down. The maximum clock frequency is slower when compared to other because of it lack of pipeline and division of instruction cycle. 2.4. Comparison between PIC and AVR microcontrollers: In PIC microcontroller the memory architecture requires bank register to access 256 bytes of memory but for AVR no need of bank to access the data memory.PIC has only one general purpose register but AVR has 32 general purpose registers.PIC doesnt have SRAM where as AVR has SRAM that the stack is contained within SRAM in order to build the hardware stack.PIC18F and AT Mega having hardware multipliers where as AT Tiny and PIC16F dont having hardware multipliers.PIC is having high clock speed but it is divided by four to give the actual instruction rate. By comparing ATMega128L and MSP430 have rich instruction set and also it has a wide range of arithmetic instructions sets, many addressing modes. But in PIC18 and 8051 microcontrollers are limited. But PIC16 has add with carry instructions. The MSP430 has 40 digital pins, ATMega128L has 53 pins, PIC18 has 36, and PIC16 33 and 8051 has 37. 3. CONCLUSION: These microcontrollers are the central parts of any kind of sensors nodes. We have different types of microcontrollers in the present market which have almost same feature with the life of battery we can know the lifetime of the node. With the kind of memory access, instructions we known, how the execution of code is performed. The processing task can be done with more complex instructions, allowing more sleeping time to the system. It has the ability for self programming which is a useful feature. The efficient code will be generated with a well optimised version. But it doesnt deal well with the accumulator. Finally by comparing these three different microcontrollers MSP family series microcontrollers are better than the others. Because, its work better than the older microcontrollers and it completely dominates or rectifies the problem and works.

Effect of Market on Pay Rates and Structures

Effect of Market on Pay Rates and Structures Executive Summary This assignment is based on two parts. Part A is focused on what is happening in the market of pay rates and structures. How management decide to pay to their employees and factors affecting the pay systems? Part A is mainly discussed on the factors that affecting to the pay rates in organisations. The role of management to deciding the pay structure and the system, they should follow to decide the pay rates. It consists of many illustration and examples in the way of case studies. It includes an overview of the scope in reward management, a description of the factors of pay rates coming in this context. The careful review and analysis are performed on deciding the pay rates, the conclusions are judged with suitable references and examples. In part B of this assignment, the topic of dismissal is discussed. The types of dismissals procedure and the methods of managing the dismissals in organisations. In this assignment, we discuss the need of the dismissals and how to manage it properly. The is supported with literature reviews and case studies. What is the affect of the dismissals on the employers as well as employees and how society is affected by this? This part will discuss on fair dismissals and the legal aspects of the dismissal process. Part A Do you think â€Å"management freedom of action in deciding relative pay rates is constrained by the product market, the labour market, collective bargaining, technology and the internal labour market † Discuss and debate. What factors should management consider in your opinion? Substantiate with many examples. Introduction The skills of managers had explained that there are several ways of connecting different types of efforts and rewards relying on what is being occurred and by which method. There are many varieties of pay distribution structure. Payment by outcome plans of different types, system then connect time-related encouragement to achievement criteria group and individual schemes, bonus plans relates to plan outcome. Sometimes payment systems are determined to work in some conditions but not in all. Sometimes, managements experience with the payment system is not planned in a proper method to show which payments are suitable for which situations, its objectives? The management indicate to some of the characteristics in choosing proper payment systems such as- product market, labour market, trade unions, technology and the expectations and manners of workplace. There are further factors which also need to be considered by the management while deciding or modifying the pay system. Each factor is present in every situation, but differs in their application depending on the time and situation. The management should organise systematically the payment systems and would require a method of calculating the differences applied in these factors. The managements experience need a process of designating payment schemes in such a manner that it should match with the conditions. Although, there is no specific criteria or any particular system designed, which can provide management to classify payment systems, especially to help at the time of choosing payment system. Also there is no particular format or method which is available to suit unusual or unpredicted situations. It has been said that when basic necessities are satisfied, like food, shelter, clothing, then other higher needs comes further. Therefore employees expect from the management to redefine their jobs, so that their jobs can be enlarged and they get work promotions, which could enlarge their range of skills. There is need for training to enlarge the skills of employees, which they expect more from the managements side to be classified as continuous process. Management have to deal with all these problems. Firstly, they have to classify the schemes and motivate th e workers. Secondly, they have to add the procedure that provides them opportunity of the design of organisation. Thirdly, to add the aims of the managers which they would need to set themselves. Consequently, there are many other factors while discussing the pay rates by the management. Pay Structure The time, management selects the pay rate for their workers, they have to choose how they will reward them. The systems transparency is the basic key to make certain that everyone knows the system of their payment calculation and on what basis they are receiving their bonouses or enhancements. What is Pay Structures? According to Armstrong and Brown, Definition: â€Å"Pay structure gives a structure for managing base pay and other aspects of reward† Some main types of pay structures are Traditional graded structures Broadbanded structures Graded pay structures Job families Mixed model ( broadbanded and job family) Pay spines Individual job structures In many organisations, there is lack of formal pay structures and they use ‘spot rates for different jobs or people. There is no scope of progress in pays, just what they think at that time the pay should satisfy minimum needs for the workers that will be the pay of that worker. For example, Thistle Hotels acquired a market-driven spot rate approach. According to the authors, in the UK ,there are great numbers of organisations with less than 100 employees have no formal pay structure, just what they think at the time of the appointment of the employees, they are worth, that will be the pay structure of them. But in other big organisations, they use the formal structure of pay which Appoint pay scales grouped into grades. Progress the actions for pay progression. Specify the criteria on which individuals or jobs can shift between grades, bands or levels. Factors Affecting Pay Rates Managers freedom of action make manager more flexibility in determining an employees pay rate within a specified salary range. With this flexibility comes accountability, however, requiring managers to apply sound judgment using a set of established pay factors to justify an employees rate of pay. Salaries are â€Å"managed† normally around market rates depending on departmental needs, the work units needs, and budget availability or constraints. Applicant and employee situations may make one or more of these factors more important in determining the pay rate. Managers may also consult with Human Resource staff experienced in applying pay factors as a resource when making pay decisions. There are primary pay factors to consider when making a pay decision in career. Those pay factors are described below.Pay decisions should be made fairly taking into consideration all of the following. There are several things and issues which management to kept in mind because these issues are important and core issues could make a impact on management in terms of relative these core issues are under. On first stage we need to discuss these issue then after that recommendations could be make easily 1) Labour market: In labour market, labour organization is usually showed as a complication for adjustment. But responses of unions are aggressive opposition to acceptance or even explicit cooperation. There are three main characteristic responsible for this kind of events. These are mention in the below diagram. A) Strength of labour movement: In industry, the labours an aggressive attitude on wages tends to be associated with relatively strong unions. As expected, the small or week unions are less aggressive. The large or powerful unions are more responsible because they are greatly participation in discussion and decision making at the national level. On the other hand in the developing countries this kind of formality is totally different. Only a few unions have strong labour movement and among this the aggressive attitude is common. B) Economic Cycle: In the developing as well as industrial nations, the depression is reduces aggressive attitude of labour regularly. C) Political institutions: The nature of the political command is only associated with how governments handle labour relations. More important things are that behaviour of labour unions towards the nature of political party and how these unions are connected with these parties. The workers cooperation is related to those things which encourage the business to invest. The current sacrifices will ultimately relate to future gains or profits. (Booth, A. (1995), The Economics of the Trade Union, Cambridge, CUP.) Case Study: Labour Market Outcomes and Trade Reforms: The Case of India* The Policy Reforms of 1991 In 1991, modifying labour laws to enhance flexibility in labour markets was envisaged as  part of the economic reform program that commence. However, the lack of harmony and political instability has postponed industrial relations reforms. A handful of changes have been initiated in recent years. For instance, as part of the restructure of unprofitable public-sector enterprises, a voluntary retirement system was institute by the government to reduce their workforce. In 2002, the government decided to modify the Industrial Disputes Act of 1947 allow companies to lay off employees without seeking its permission, if they employ less than 1,000 workers. This change is likely to impact 95 percent of Indian enterprises, provide employers with greater freedom in their labour decisions and improve labour market flexibility. Labour Markets: Regulations and Rigidities The informal sectors of the economy, which account for the bulk of employment, have remained outside the scope of labour laws and labour-market Institutions. Furthermore, the informal nature of employment contracts, the illiteracy of the workers, and the surplus labour in the rural economy have condemned attempts to unionize these workers. In India, Most labour laws are applicable to the organized sector. The organized sector offers what can be called â€Å"good† jobs and failure of the sector to draw out labour from unorganized sectors leads to a general decline in employment conditions. Labour Market Rigidity Indias labour market is ranked 45th labour market flexibility in the GCR 1998. Rigidities include rigidities in the deployment of human resources, in work practices, and in wages. While India is a labour surplus economy, wages are often set at above market clearing levels, particularly in the organized sector. The downward demands on wages are mitigate by labour market imperfection such as the existence of monopolistic trade unions and minimum wages guaranteed by law. These conditions apply especially to the public sector. The government fixes minimum wages for workers in the unorganized sector. However, constitutional minimum wages have been largely ineffective in influencing wages in unorganized sectors due to weak enforcement, irregular revisions, and lack of proper indexation to cost of living. In an economy where state-sponsored social security is nearly absent and where â€Å"good jobs† are unusual, employment security in the organized sector is of apparent value. The issue is not simply one of removing rigidities; it is also one of concurrently ensuring the economic and social security of the workers. While labour market flexibility will make possible readjustment and restructuring, it must be accompany by some kind of insurance and social security to the huge unorganized labour force in the country. Employment provided under the â€Å"Jawaharlal Rodger Yolanda† — a form of unemployment benefit where the government provides employment through labour-intensive infrastructure projects. (Pushan Dutt, Department of Economics, University of Alberta, 2005.) 2) Product Market: A full understanding of how product market regulation affect labour market out comes requires a systematic measurement of the channels through which these regulations affect equilibrium outcomes in various economic environments. In this framework, job insecurity generates a perverse effect on workers incentives, which shifts up the real wages schedule and may yield employment losses. Product market regulation and redundancy payments contribute to reducing labour turnover, thus easing the workers incentive constraint. Consequently, and against conventional wisdom, regulations may have a positive impact on employment, and a substitution effect may emerge across deregulation policies. Moreover, in some cases a complementarily arise between regulation in product and labour markets, both interacting to ensure more stable labour regulation.(oxford journals, industrial and corporate change, 2006) Product market reforms can give significant economy advantages. All organisation for economic development (OECD) countries rely essentially on competition in product markets to organize product. The advantages of competitive markets over command and control system is generally recognized. It is regularly difficult to provide experiential evidence of the effect of incremental changes in the intensity of competition for aggregate economic performance. This is partly because product market competition is only one among many factors influencing key aggregate performance indicators, such as productivity and employment. OECD has a rational connection between strong competition in markets for goods and services and better productivity and employment outcomes.( Product Market Regulation and Market Work: A Benchmark Analysis, Lei Fang and Richard Rogerson, NBER Working Paper, February 2007) Case Study: BT- telecommunications company increase marketing response rates by 100 percent. Challenge: BT needed to identify customers propensity to purchase and then calculate their likely competitive value once they become customers, to obtain the greatest value from its marketing budget. After creating accurate customers profiles, BT planned to develop new product targeted to specific customers groups. Solution: BT selected PASW Modeller (one type of software) to analyze data and build exploratory models for its â€Å"business highway† campaign, which was aimed at small business customers. A higher response rates to marketing campaigns, increase product revenues, and an even greater market share for the company. Results: 1) Improved direct mail campaign response rate by 100 percent. 2) Provided sales and marketing with a targeted â€Å"best prospects† list the once peaceful telecommunication industry has turned competitive. To retain its customers, gain new customers, and maximize sales, the company needed facts about exactly who was buying its products and services. To identify these customers, the company established a customer and campaign analysis team, headed by Senior Consultant Stephen OBrien, within its business connections division. The teams first assignment was to model customer profiles for BTs Business Highway product, which provides small business customers with three telephone numbers, one standard and two digital, on a single line. The launch included a major direct mail campaign and national media coverage. (http://www. Financial times.co.uk, 2007) 3) Collective Bargaining: Collective bargaining is specifically an industrial relations instrument or device for employment relationship. In collective bargaining, the union always has a combined interest for the benefit of several employees. Where collective bargaining is not for one employer but for several, cooperative interests become a characteristic for both parties to the bargaining process. Further, in labour relations involve the public interest on pay which can impact on need to be satisfied, such as the subsistence of the freedom of association and a labour law system. The nature of the relationship between the parties in collective bargaining distinguish prices. (Sriyan de Silva, Collective Bargaining Negotiations, 199, INTERNATIONAL LABOUR ORGANISATION) Governments are interfere in collective bargaining because the negotiations are of interest to those away from the parties themselves. In collective bargaining certain essential conditions the negotiations from normal commercial negotiations in which the buyer may be in a stronger position as he could take his business elsewhere. In the employment relationship the employer is a buyer of services and the employee the seller, and the latter may have the more powerful authorize in the form of trade union action. (Blau, F.D. and Kahn, L.M. 1996: International Differences in Male Wage Inequality: Institutions versus Market Forces, Journal of Political Economy, 104, 4, 791-837.) The ILO Right to Organize and Collective Bargaining Convention (No. 98), 1949 describes collective bargaining as: Voluntary negotiation between employers or employers organizations and workers organizations, with a view to the regulation of terms and conditions of employment by collective agreements.( ILO, Collective Bargaining Convention, 1949) According to Marginson and Sisson. There are several essential characteristics of collective bargaining, all of which cannot be reflected in a single definition or description of the process: It is not corresponding to collective agreements because collective bargaining refers to the process, and collective agreements to the possible result of bargaining. It is a method used by trade unions to develop the terms and conditions of employment of their members. It seeks to restore the imbalanced bargaining position between employer and employee. Where collective bargaining impinges on government policy. Where it leads to an agreement, it modifies the individual contract of employment because it does not create the employer-employee relationship. (Marginson, P. and Sisson, K. 1998: European Collective Bargaining: a Virtual Prospect?, Journal of Common Market Studies Vol 36, 4, 505-28.) Case Study: Bargaining Power for Farmers, or The More Things Change†¦ Richard A. Levins is Professor and Extension Agricultural Economist in the Department of Applied Economics at the University of Minnesota. Since the closing of the frontier in the last quarter of the 19th Century, the encounter with an increasingly dominant urban-industrial society has emerged as the major force in American agricultural development.The dramatic impact of this encounter during the last two decades has contributed to a crisis in social organization in both urban and rural areas.This crisis has resulted in intense concern by farmers and farm organizations over agricultures changing role in the national economy. â€Å"Bargaining power for farmers† has turned into one of the leading issues in current agricultural policy discussion. The milk holding action by the National Farmers Organization (NFO) in March 1967 dramatized, both to the general public and the national political leadership, the seriousness of the efforts some farmers were willing to make in order to achieve greater bargaining  power in the marketplace. In response to this new evidence of rural unrest Secretary of Agriculture Freeman took to the country for a series of â€Å"shirtsleeve† conferences with largely hostile farm audiences across the Midwest.Task force studies and meetings with farm producers  and marketing organizations to explore the interest and economic consequences of strengthening the power of farmers to bargain about terms of sale and market prices were conducted by USDA during the fall of 1967. In his January 1968 State of the Union  Address and his February 27 Agricultural Message, President Johnson recommended that Congress give serious attention to legislation â€Å"to help farmers bargain more effectively for fair prices.† The issue of bargaining power for farmers is not new in the history of agricultural policy discussion. Farmers have long used organization as a means of improving their political and economic bargaining power.The National Grange, oldest of U.S. farm organizations (founded 1867), grew rapidly in response to the long period of rural distress in the 1870s.The Farmers Alliance Movement in the 1880s represented a second major attempt by farmers to organize themselves, an effort that led to the formation of the Populist Party in 1891.The Farmers Union, organized in 1902, drew heavily on the old Farmers Alliance-Populist movement for its leadership and support. In contrast to earlier political efforts, however, the Farmers Union placed major emphasis on achieving economic power through cooperative marketing. The most dramatic effort by farmers to achieve direct marketing power occurred during the 1920s. Farmer cooperative associations achieved protection from antitrust action through the Cl ayton Antitrust Act (1914) and the Capper-Volstead Act (1922). Under the leadership of Aaron Sapiro of California, national commodity cooperatives for wheat, cotton, tobacco, peanuts, and many other crops were formed.The objective was to obtain control over a sufficient portion of the entire crop to become a dominant factor in the market. Control of producer deliveries were to be achieved by means of long-term contracts with members. (http://www.choicesmagazine.org/2002-4/2002-4-02.pdf) 4) Technology: Technology also plays an important part in terms of pay rise or relative pay rate because now a days technologies like work process engineering has minimise the labour role also because in the past labourer do so many things with hand but now a days those things could be easily done by the help of technology has some how overtaken the place of labour work .So management also bare in mind that if they are going increase relative pay or they going to invest in technological side they can save a lot of money while investing in technology. So technology also plays important role in terms of pay rise . 5) Internal labour market: Internal labour market also plays an important part on relative pay rates because now a days even though free capital market concept but all of this some countries at present they protect internal labour market .Because now a days internal labour market peoples enjoyed more benefits instead of peoples who came from some where else .Internal labour market also gives management some so management they believes internal labour market is bit more expensive then international labour market. 6) Financial Resources Available: Generally , it is HR staff for how much the salary will be paid to workers but there is also the responsibility of the manager as well to promote their workers. Often, when manager want to promote their staff the financial of the organization will become the challenge for the manager. Therefore manager should be aware of budget resources of all decision will be made. They have to weigh the available budget that company has against with the other factors for the best solutions. Managers should insight of the competencies and how HR used to recruit, hire, evaluate, develop, and pay their staff. The manager probably get help form consulting with HR staff for more information. Before promote any staff for more pay that is the duty of manger to make sure that the company have the budget available for that position for the promising a pay rise, which means if no fund available that is no point for manager to post or advertise for a higher position to their staff. As a managers that is nece ssary to work with all level position in the organization such as subordinates, upper management and most important is cousulting with HR for get the information as much as possible to decide what range of performance will be the most required for employee in each section to move from one level to another. As the employee , they have right to use their new ability or their specific competence they gain for a increase pay. Normally, if the employees who have the higher-level skills which not needed for the work the skills they have will be not considered for higher paid. Employees must be able to use their new competencies within the work unit to qualify for a pay increase. Managers must make sure that they have a plan and are allocating pay raises fairly and equitably rather than haphazardly or under changing â€Å"rules† for different employees. 7) Appropriate Market Rate: As managers, it is crucial to understand of market labor value of particular job for making decisions about the salary. Sometimes market rate not fixed all the time therefore the manager can justify paying higher rate on some case. Managers should be aware of the competencies and skills that already listed as minimum qualifications for the job. Managers should ask HR to establish a higher Market Reference Rate that exceeds the established market rate (if verified by market conditions). HR regularly monitors market rates for certain jobs but can do special reviews at the request of managers in situations like these. Generally, management should not pay too high than the established market rate for new employees for the task that only worth for certain amount. Hence, management have to study and always updated the established market rate for each position and level that will be promoted. The best way for manager to update is to consult closely with the HR offices for market salary info rmation. 8) Internal Pay Alignment: Manager should attempt to equalize the pay amount of the worker at the same level, same task , same job and performing in the same unit as much as possible The manager have to make sure that the person who will be paid more than the others, will be justified by more than one factors not only the years of services. When the manager becomes aware of any possible unjustified pay inequities among peers, these inequities should be investigated and resolved or justified to maintain fair treatment and to avoid legal problems based on possible discrimination or equal employment issues. The HR office is available to assist with reviews of internal pay equity issues. Fair salary offer for new employee should be consider with the existing employees salary and benefit package compare with the market rate. The manager may decide to make some salary adjustments. Or the manager may decide that this is not an important factor compared to other pay factors, and may not need to make any adjustments. M anagers might again consult with HR staff for help in analyzing differences in pay and benefit package comparisons. For more example, a chosen experienced applicant may be coming from another state with a comparable salary but where the cost for family health insurance was significantly less than the company rates. The manager may decide to add a proportionate increase to the salary offer to make up for the applicants increased insurance costs. In another example, a chosen experienced applicant may be coming to us from another state with a much higher salary (above the market rate for this position). The manager decides to offer the company standard market rate salary and considers this a fair offer since the cost of living in the company area is significantly less than in the applicants former state. 9) Required Competencies: That is the managers duty to make sure that the staff or an applicant has the minimum qualifications of the job. Qualifications are the competencies such as the knowledge, skills, abilities and traits which is determine and employees perform. These things are the factors of how applicants are hired and staff appraisals. Hence, it is very crucial that the competencies is expected for each person to categories their level in a particular job. Manager should make sure that any pay rates accurately reflect an employees competency level and the correct associated market rate. Moreover, managers have to make sure that a current staff have the minimum skills which required of the job. In filling a vacant position, the manager should consider on the level before posting and lists minimum and preferred qualifications. Also the pay range for the job at the suitable contributing, journey or advanced level. The duties and responsibilities for the job also counted for recruit employee. An applicant who only has the minimum qualification is not possible to qualify for a higher-level job therefore they can not be paid at higher level. Manager must check that the duties, responsibilities and ability are consistently applied to the correct levels. Basically, the more education and experience a person has got , the higher the level of competencies. Managers should be aware that employees or applicants years of experience do not always equate with levels of competencies, however. This means that two individuals working in the same class may have equal years of experien ce, but be at a different competency levels therefore different pay rate. Case Study: Pay strategy at Eastern Power plc Prior to Eastern Power plc becoming a privatized electricity supply company, pay awards were across-the-board annual pay increases and personal progression through salary grades until the maximum of the grade was reached. Annual pay awards were based on cost of living indexes nationally negotiated between the employers and trade unions on an industry-wide basis. With the formation of independent and competing electricity supply companies, the pay system was identified by senior management at Eastern Power as an important means of demonstrating the companys new, more autonomous, market-driven nature. Furthermore, it provided a tangible mechanism for reinforcing the cultural change required of individuals accustomed to working in a large public utility. Performance-related pay was introduced with no real preparation of the workforce and minimal, if any, training of line managers about either its intended purpose or application. During the first two years of operating PRP , the reported employee and managerial experience was far from positive. Complaints of inequitable treatment grew, many managers were uncomfortable with their increased discretion and pay decisions were frequently viewed as unfair, subjective and over-dependent on personal managerial preferences. Line management reported feeling unclear about what was expected from them in the new organization, which was reflected in the difficulty they had in setting clear and measurable targets for the employees for whom they were responsible. At Eastern Power plc, moving to performance-based pay strengthened the power and influence of line managers in the employment relationship but it also increased their supervisory responsibilities, accountability and emphasized the importance of demonstrating fairness and consistency in their decision-making. In a rapidly changing organizational context, it may well provide an immediate means of ‘signalling a changed organizational climate but clarifying mutual expectations of the wage/effort bargain at the level of the individual remains of paramount importance in the employment relationship. The process of achieving the desired alignment is widely recognized as complex and ‘reward management can be seen as indicative of the contradictions that exist within the discipline labelled human resource management'(Kelly and Monks, 1998:113). In part this is due to the very tangible nature of pay compared with many other human resourcing strategies. The contradictions observed in rewards policies certainly provide plentiful illustrations of a dilemma long identified in strategic human resourcing: how to elicit organizational commitment through the development of employee potential( Walton, 1985) while optimizing the use of human resources just as any other economic factor ( Storey, 1992 ). Source: http://www.unison.org.uk/acrobat/B871.pdf (John Leopold Lynette Harris Tony Watson , The strategic Managing of Human Resources, Prentice Hall ,2005 p 211-220) Case study: Smart company