President Ford

From its onset, the power to pardon has been controversial because it has been used more often for the sake of political advantage than the correction of judicial error. To the 38th President of the United States, his perusal for the pardon power; granted by the United States Constitution, Article II, Section 2, had to do with the ushering in of peace into a hectic time period. (U. S. Constitution) A number of Presidents throughout American history have used pardon power for various reasons.For example, George Washington granted the first pardon to leaders of the Whiskey Rebellion, while Andrew Johnson granted a number of pardons to thousands of former Confederate officials and military personnel after the American Civil War. Other uses of pardon include, George H. W. Bush's pardons of 75 people in connection with the Iran-Contra affair, Bill Clinton's pardons of convicted FALN terrorists, and most recently George W. Bush's pardoning of Irve Lewis Libby's prison term. (U. S.Dept of J ustice, 2006) Yet in the 20th century, President Gerald Ford granted one of the most memorable pardons to former President Richard Nixon on September 8, 1974, for any crimes he may have committed that gave rise to the Watergate scandal. Many view Ford’s pardon as a corrupt bargain made to elevate him to the Presidency and alleviate Nixon from any responsibility, yet Ford’s speech shows a man of good judgment who’s primary concern was the clearing up of America’s name which had been sullied by Watergate.Ford desired to end of Nixon’s suffering, whom he believed, â€Å"will continue to suffer, no matter what I do. † (Ford Nixon Pardon) In a news conference Ford stated he, â€Å"†¦hoped that our former president who had brought peace to millions would find it for himself. † (Presidents News Conference, 1974) This paper critiques President Ford’s speech entitled â€Å"Remarks on Pardoning Richard Nixon. † Though it has been colored with bias from the media, this critique will help individuals who want to see the story outside of the flashy news headlines.It offers an eye opening view of Ford’s motives for the pardon and a brief look into why he deserves more credit for this act of courage. This paper will discuss the background of events which led to Ford’s pardon, examine his speech, give a Neo-Aristotlelian analysis of the speech, and finally conclude with statements meant to give a distinctive perspective on Fords integrity, trustworthiness, and decision making capabilities.

Why were the Bolsheviks able to take power in October 1917

There are many factors that allowed to Bolsheviks to take power in October 1917 such as the growing unpopularity of the Provisional Government at the time. Moreover, events such as the July days and the return of Lenin and Trotsky. The Bolshevik slogans â€Å"Bread, Land and Peace† and â€Å"All Power to the Soviets† also sum up the other major factors to their rise. The Provisional Government was becoming increasingly unpopular.They had failed to end the war and were blamed for food shortages and rising prices. Also, the Russian people were unable to choose their own government as the Provisional Government had not held elections which had displeased most people of Russia. The Bolsheviks took advantage of the unpopularity of the Provisional Government and increased its support. Its slogan â€Å"Bread, Land and Peace† was a really attractive offer to the Russian people. The â€Å"Bread† issue was not being solved by the government, but the Bolsheviks promi sed that they would deal with it.Lenin promised to provide the people with sufficient food, and the starving population turned to him for help. Furthermore, most peasants were furious with the government and the landowners for not giving the peasants a chance to earn their own money with their own land. Lenin, in accordance with the communist ideology, promised that the landowners' property would be split up and distributed equally, naturally attracting mass support from the majority of the population. In addition, the slogan ‘Peace' was the most ppealed out of the 3 by the Russian people.Almost everybody wanted the war to stop, as it continued for so long. The devastated economy and dwindling food supplies were all caused by the war, and people wished to return to their old lives. Lenin knew this and aptly used this as a slogan for his campaign. Being the only party which constantly opposed the continuation of the war, the Bolsheviks attracted many supporters. Additionally, t he leadership of Lenin was another factor that allowed the Bolsheviks to take power. Lenin was a dedicated, determined and skilled leader.He motivated his party and, through agitation and propaganda, the Bolsheviks became very popular in the army and in the factories. The leadership of the party was loyal to Lenin, and they followed his orders with conviction. The party had a proficient propaganda machine, producing newspapers, banners, posters and setting up recruitment drives in the army and factories. Lenin promised to bring an end to the war, to give land to peasants, to give workers control of factories, to take control of he banks and to give power to soviets of workers and soldiers set up throughout Russia.During the July Days, a political crisis erupted as soldiers in Petrograd refused to go to the front and sailors Joined the workers in anti-government demonstrations. These people were mostly Bolshevik supporters, and these riots were no doubt sparked off by party instigato rs. However, they were delivered a crushing defeat when the government managed to suppress the demonstrations and arrested a few leading Bolsheviks. Lenin himself was shot twice in the chest from close range, but urvived to escape to Finland.However, this event emphasises that the Bolsheviks Bolsheviks were able to take power in October 1917 because of Lenin's outstanding speaking skills and use of propaganda. Equally because of the state Russia was in during 1917 with shortage of food, and the need to end the war. The Bolsheviks were the only party that opposed the continuation of the war – which the majority of the Russian population wanted – promising to give the people of Russia what they urgently needed at the time, â€Å"Bread, Land and Peace†.

Leader ship class 3 Essay Example | Topics and Well Written Essays - 250 words

Leader ship class 3 - Essay Example This can be done through the study of all the employees and their competitive performance in the recent seasons and events within the organization. The wage record over last few seasons is of importance and allows making decision in a more professional manner. All the bonuses and increments so added are compared against the performance delivered by the individuals. This in parallel with those who have had good performances yet little lift up in the financial aspect can also be encouraged and accommodated through the layoff schemes. The decisions must not be based only on the financial aspect, rather the productivity, the overall benefits to the organization and other factors. The old age pension scheme, those who are of little value and have showed inclination towards self retirement may also be considered for a lay off. The annual budget values must also be taken into account against the given set of number of employees and the subsequent decision of

Tower Project Description Research Paper Example | Topics and Well Written Essays - 1000 words

Tower Project Description - Research Paper Example Objective To construct television station facilities Scope 1. Construct a 340-feet television antenna tower 2. Construct a building for the transmission and electrical equipment 3. Stock electrical equipment, site preparation, the building and the connecting cable. Monte Carlo Simulation Monte Carlo simulation is a significant demonstrating and analyzing technique. This method manages project risks and poor decisions. Monte Carlo simulation uses calculated data thus allowing program managers to explain and communicate project expectations in a clear way. Monte Carlo technique if combined with training and appropriate education in risk management can lead to effective project execution. In this project of tower construction, the technique (Monte Carlo) analyzes the effects of risk and poor decisions in plan budgets of a project and project performance. For instance, project completion time and required budget are analyzed. In the construction of the tower project, Monte Carlo will be used in two key areas: Area of cost management and to calculate the risk level of the project budget (scheduled date of project completion). The method will explain how it helps the project manager in responding to queries like, how to meet project due date and how long the project will take (McLeish 87). Time Management in Tower Project Monte Carlo will be applied to the project planning to calculate the confidence of project completion. The manager, contract administrative staff, the project engineer and the industrial engineer should have the target of the project completion date (project period). The functions and the duration to each activity should be estimated properly to avoid delays. The project activities and timeframe in this project are well documented. Monte Carlo uses a three-point assessment to streamline the practice of time management. The three-point durations are: best-case durations, worst case and the expert provision (the most-likely duration). The project mana ger fits these three estimates to a duration possibility distribution. For instance we have normal and beta distribution for the activities. When the simulation is complete, the probability of completing the project on a certain date is communicated by the manager. This probability allows the project manager to set schedules for the project (McLeish 105). Cost Management in Tower Project Monte Carlo simulation is used by the project management to better understand the project budget and approximate the final budget. It involves the assigning of distribution to the project cost rather than assigning a probability distribution to the project activities duration. The approximations are usually formed by a project cost expert. The ultimate product is a probability distribution of the ultimate total project costs. This distribution of the ultimate total costs is used by the project manager to set aside budget reserves. Monte Carlo Simulation can also be used in project management, progra m and portfolio management. In the Tower project, Monte Carlo Simulation is used in the construction of the project to comprehend certain risks to this project: man-made risks, natural and environmental risks to the project (McLeish 127).This allows for early detection and mitigation of the risks before they occur. Monte Carlo points out uncertainties in this project for understanding and mitigating them. Khamooshi-Cioffi (USM) Model This is a method of presentation accepted risks, impacts and probabilities of the life in a project. Project manager and stakeholders in the Tower project can decide risk acceptance and set aside equivalent possibility funds. This method uses a

Eccentrically loaded tie Lab Report Example | Topics and Well Written Essays - 1750 words

Eccentrically loaded tie - Lab Report Example Hounsfield tensometer testing device – a machine that was used to assess to what level our specimen expanses under the stress of the material and some other tensile features of materials like the tensile strength – and; We estimated and noted the eccentricity (e) and dimension of our specimen cross-section. We also applied a negligible holding load so as to eliminate the initial slackness from the set up. The recording mercury was also zeroed. After all that, our strain gauge switch as well as the balance unit for every gauge was set up. We recorded the measurement of the strain at every position for any increment in load up. In order to ascertain the strains of every sample under the adopted load, we connected the six strains to a six-channel strain gauging bridge. Figure 1 below illustrate the experimental process. In order to determine our strain gauge values, position of gauge depth from centroid, and average strain, we proceeded as follows (distance between the gauge are shown in parentheses in table 1 above): The figure 3 above displayed the distribution of stress across the tie as the measurement was proportional to the stress. The slope of NQS in the above diagram is proportional to disparity in strain as a results of bending. This was due to algebraic addition of axial and bending stresses shown below. From our results, the estimated e (19.125mm) was higher than our calculated e (18.48131738). This gave us a percentage error of only 3.3657%, implying that the accuracy of our results was around 96.6%. With this, we could confidently say our experiment was successful despite the 3.36% error. This percentage error might have been occasioned by: As for the stress distribution diagram, the shape was occasioned by the combination of bending and axial stress applied to tie bar material. This was consistent with the findings in Sinha (2002). Sheer forces and bending moments in the beam always determine the value of

The creation of Consumer Product Safety Commission (CPSC) Essay - 1

The creation of Consumer Product Safety Commission (CPSC) - Essay Example The commission ought to carry out educational campaigns across the various departments of the firm on the importance of safety practices.1 The members of the safety commission have to research continuously on safety measures and emerging health issues. The committee has to cooperate with a companys customers in order to obtain and act on complaints raised by consumers concerning the firms products. In order to do this, the commission tests the products on a random sample basis, analyze the results, and make inferences and deductions on the appropriateness of the product. Further, the commission develops alternatives and solutions in order to achieve consumer protection. The Consumer Product Safety Commission must develop a mission statement to give the commission a sense of direction. The commission draws and properly labels the groups organizational chart and clearly defines every members duties and responsibilities. The composition of the safety committee should have a representative from each department in the organization2. The board appoints a chairperson who will be responsible for presiding over meetings. The appointment of the secretary and vice-chair is similar to that of the chairperson. The chairperson as the head of the committee will discharge duties such as formulating the agendas of the meetings, to oversee orderly meetings, make follow-ups on recommendations and to link management to the commission3. The vice-chair will assume leadership in instances where the chairperson is absent during meetings. The secretary of the commission takes minutes of every meeting convened and disseminates information to every member appropriately4. The commission shall agree on the frequency of meetings whether quarterly, monthly or weekly as circumstances will deem it fit. The safety commission should draft a policy that will guide it in proper selection and recruitment of members.

Organisational Change and Development Essay Example | Topics and Well Written Essays - 1000 words - 1

Organisational Change and Development - Essay Example Change management in organizations is conducted differently depending on the management structure in charge of the organization. The different approaches used in change management have led to the development of theories and functions associated with different organizational change perspectives. Change management techniques continue to change depending on technology and new approaches developed in managing organizations. The first perspective in organizational change was the structural and functional approach. This approach focused on an organization as a ‘functional mechanical’ unit and as such its focus was on the arrangement of tasks or procedures of each organizational part. The structural-functional approach looked into reorganizational of each organizational part as a contribution to the whole. Another change perspective that was adopted is the multiple constituencies’ approach that centered on people as the driver of change in an organization. This perceptio n main strategy was to focus on resource needs of people and how people contribute to change in an organization. The organizational development perspective was another approach used in organizational management. This approach embraces the combination of the two earlier perspectives with the focus on systems, stakeholders and governance. The multiple constituencies approach relies heavily on governance with a focus on changing organization through methodologies. The last perspective in the organizational change management is that of creativity and volition which reveals the challenges or assumptions of critical theory. This perspective outlines that people are the most important factor in bringing about change in the organization. This last perspective departs from other perspectives by focusing on rational change while ignoring emergent processes which create problems for the organization.

The Overview of an Article about Japanese Animation Essay

The Overview of an Article about Japanese Animation - Essay Example The essay "The Overview of an Article about Japanese Animation" talks about the article that describes the Japanese attempts to animate the western ways of imagination and even some aspects of its art culture. The article starts with a sort of story and this continues for a while but at the end of the paragraph comes the thesis statement which explicitly enables the reader to know what the article will be about. The thesis presented in the article is backed up by the artwork of Monet’s La Japonaise where even though it has a bit of Japanese theme based on clothing, the other impressionists are all western. This is a new thing in the Japanese art. This is evidence of the painting is also in coincidence with the films and other artwork by the Japanese whose direction has changed from purely Japanese themes to a mixture of Japanese and western ideas. Questions and even answers about more evidence of this thesis statement and in support of the article are found further in the article. The author also specifies the time changes of these art impressions and direction and hence anyone with more questions can check this up against historical books. The explicit explanations offered by the author about this subject of discussion leaves the audience satisfied. The author’s discussion about the change in direction of Japanese art and also the pictorial evidence makes me agree with her. I do not agree with her argument that Japanese culture still has great influence over the western type of art since the 19th Century to date.

Postmodernism can help in our understanding of 'popular' film Essay

Postmodernism can help in our understanding of 'popular' film - Essay Example He went ahead to describe that this ideology of survival of humans was linked to as capitalism. Marxism described capitalism as a notion where there existed labour division among people and class separation was existence in the manner that where was a significant difference in power and wealth. As a result, Marxism theory was based on capitalism and he linked this aspect to explain how the society works in a cyclic manner. According to Birchall (2008) when Karl Marx theory of capitalism was related to art, capitalism sought to create a value of any object in terms of money, so art was no exception. With that, art was also reduced to consequent value such that, even if the piece of art was regarded as high art, according to the capitalist theory by Karl Marx , the art definitely had a price value that was attached to it. According to Freeland (2001) Sigmund Freud spoke about art as a way to express â€Å"unconscious feelings† that the artist may even lack (p. 157). He explained that, â€Å"[The artist] is urged on by instinctual needs...; he longs to attain honour, power, riches, fame and the love of women; but he lacks the means of achieving these gratifications. So like any other with an unsatisfied longing, he turns away from reality and transfers all his interest, and all his libido, on to the creation of his wishes in the life of fantasy, from which the way might readily lead to neurosis† (p. 157). This can be elaborated to mean that Sigmund viewed art as a matter that was related to an urge to produce art and get wealthy and famous but not as a means to express to the society. Discuss how Postmodernism can help in our understanding of 'popular' film Postmodernism in the film â€Å"The Matrix Trilogy† Baudrillard Jean was a philosopher who came up with theories related to postmodernism in art and the impact that this art had. Some of his works revealed aspects such as "Simulacra and Simulations". According to Baudrillard (1994), "the  simulacrum  is never that which conceals the truth--it is the truth which conceals that there is none. The simulacrum is true† (p. 1). He talked about the presence and use of simulation and simulacra in art such that it would relate to reality. He described it as the â€Å"generation by models of a real without origin or reality: a hyper real†. He went ahead to describe that a lot of models have been created and simulated in a manner that would look real without doubt whereas â€Å"the real is produced from miniaturized cells, matrices, and memory banks, models of control-and it can be reproduced an in finite number of times from these† (p.2). When Baudrillard Jean stated this, he meant that simulation could be produced from aspects such as matrices and the output could also be manipulated and repeated over and over again until the abstraction of the real object has been produced by the simulation vector. As a result, no clear distinction could be made between the real object or image and the false one as they both appeared inspiringly similar. When this methodology of "Simulacra and Simulations" was translated to the film, â€Å"The Matrix†

Innovation and Sustainability Essay Example | Topics and Well Written Essays - 500 words - 2

Innovation and Sustainability - Essay Example This activity involves cutting, burning and bulldozing trees down to clear land or gain access to more land. It harms the earth when the carbon monoxide seeps into the soil and floats off into the atmosphere. The consumption point of this process is having land cleared to build an industry or commercial business. It allows humans to produce products and consume currency. Industrialization is also a major human production habit. It involves processing of raw material, could be natural resources from the earth, into finished products. Agriculture supports industrialization in the food sector and food systems sustenance (Likens, Driscoll & Buso 1996, p.120). This particular production habit has been greatly influenced by the technological changes and the scarce resources. These two factors have resulted to a lot of innovation and high utilization of the available resource. Consumption is the direct utilization of material resources. Transportation is one way that humans consume. The number of vehicles has increased gradually and the fuel we use to run them is very harmful to the atmosphere. In this way we consume the efficiency of mobility by producing vehicles to ferry us to our destinations. In the larger picture production is also a part of consumption especially in transportation since in the process of production materials have to be moved from one site to another. The concept of sustainable consumption and production is comprehensive and takes a holistic approach to the systems of production and consumption. Humans have to seek ways to ultimately reverse or reduce the negative social and ecological impacts. This calls for a means of aligning economic systems to meet the needs of current and future generations within the ecological carrying capacity of the Earth. Policy instruments and tools that affect change and shift in production and consumption patterns are efforts that need to be considered in sustenance of the global population.

How Customer Service is provoded in business Essay Example for Free

How Customer Service is provoded in business Essay Costumer service is the ability of an organisation to recognise and consistently meet the costumers needs. Costumer service generally involves service teamwork and service partnerships so they can meet customer expectations and produce costumer satisfaction. Costumers contact an organisation when they need something, the main reasons are: * To complain * To request/ order a service/product * To obtain information * To ask for advice * To enquire about an order * To change an order or request * To report a problem to return and exchange goods * To ask for assistance or help The organisation I have chosen to study for this is the National Maritime Museum which consists of the Royal Observatory Greenwich, Queens House and National Maritime Museum. Together these constitute one museum working to illustrate for everyone the importance of the sea, ships, time and the stars and their relationship with people. A customer is anyone who has the right to ask or expect a service as part of a job role; this means there are two types of customers internal and external. Internal customers are all the colleagues who need assistance to fulfil their obligations to their own customers; these include the supervisors, staff, staff teams and managers. External customers are those who contact or visit the organisation because of what it provides or supplys as it is something they need. There are a wide range of external customers but only a few can apply to each business, some businesses have a wider range of external costumers compared to other businesses, such as a supermarket will have a wider range of external customers as it will sell a wide range of goods whereas a youth club or nursery will have a smaller rage of external customers as its only aimed at a certain age group. The National Maritime Museum has a wide range of customers and provides everyone access to its historical buildings and unique collectors; as a result the customers have a wide range of needs so they provide products and services to fit their needs. On any average day the museum staffs have to deal with * People wishing to research their family history in our archives * Ship model-makers wanting advice on details of a ship * Film companies wanting to use our buildings as a location for an advert or television drama * Domestic tourists wanting a fun day out * Foreign tourists wanting to experience British history * School and college groups wanting to investigate the Museum to help with their studies. The Museum has 7 main categories of customers which have their own special needs and interests and they are the following 1. Individuals Casual Visitors Special Interest Visitors Individual Researchers 2. Families Parents along with Young Children 3. Groups Mixed age groups Special Interest and Education 4. People from different cultures with different languages Foreign and Domestic Tourists People from Diverse Ethnic and Religious Communities 5. People with special needs Blind and Visually Impaired Deaf and Hearing Impaired Learning Difficulties Physical, Emotional or Mental Health Needs 6. Virtual users who access the Museum via our website People who access the museum via the website 7. Internal customers Members of Staff who Support the Work of Others The main three types of customers the National Maritime Museum focuses on are families, disabled visitors and groups. Families are an important target audience for the museum as it is a free family-friendly place to visit; it focuses of the key needs and expectations of family audiences which are: its free the price of tickets can be a barrier for many families, especially with the costs of travel and lunches its fun and educational with lots to see and touch, like the All Hands interactive childrens gallery theres lots to do such as special activity workshops, storytelling and treasure trails its easy to get to only 20 minutes from central London, with good transport links The Museum also has family-friendly events which bring the Museum galleries to life including practical activities for 2-to-6-year-olds (weekly); trails revealing the secrets of their vast collection of objects; action-packed art and science workshops, and actors performances for all ages. Their family-friendly facilities include areas for changing and feeding babies, clean and accessible toilets, cafe and picnic areas and online activities in the E-Library and on the website. The Museum aims to increase the number of families who visit the National Maritime Museum by expanding programs of events, activities and special exhibitions for families, especially during weekends and holidays. All this makes the Museum more appealing to families. Along with individuals the Museum has also built up experience in providing for different type of groups who each have a different set of needs. Foreign language students The Museum provides souvenir guides and essential visitor information on their website in different languages. This service targets both foreign tourists and domestic visitors with English as a second language. They also have non-Eurocentric displays and events which inform customers of the history of people and cultures from all over the world. Large Groups For large groups coach parking is easily attainable, there are special discounts given to access the charging exhibitions, pre booked tickets make it easier for large groups to book easily and guided tours and talks are especially available for larger groups. Special Interest Groups At the museum there are enquiry and research facilities accessible via the library, there are archives and online sources at hand and also special curator talks and tours for all the groups that have a special interest. Corporate and Private Hire Groups There is event planning and support available for Corporate and Private Hire groups including venue hire and catering for those who want to use the museum for private hires and corporate reasons. Educational Groups The museum provides curriculum recourses and educational talks along with support with visit planning and booking. They also have a lunchroom and cloakroom especially suited for school/ educational groups. Lastly the National Maritime Museum also focuses on developing access for all their visitors and users which includes those who are disabled. It continuously tries to exceed and improve the museums facilities to meet the basic requirements of those who are physically disabled, deaf and blind. They believe good, inclusive customer service is about understanding everybodys special needs. For visitors with disabilities, the Museum has a range of access facilities as part of its customer service. o Installing new lifts and ramps o The Road Train service o Providing detailed information for disabled visitors o Providing alternative ways to access the Museum o Maintaining a policy of welcoming assistance dog They have added lifts to improve physical access around the Museum site. Members of staff are always at hand to help. The new lifts and ramps that have been installed provide flat or wheelchair access to all levels and galleries. Visitors may also borrow manual wheelchairs from admission areas. Special bookings for those who are disabled are also available by calling the bookings unit who will make any special arrangements. There is also information available online such as the availability of disabled car-parking, mobility buses and the access facilities on all their sites. It is also important that the customer information also describes areas that are not accessible such as parts of the historic buildings of the Royal Observatory. This avoids frustration and disappointment on the day. Touch Sessions for Visually Impaired Visitors are also available. They have a number of alternative methods to accessing the Museum and its collections. For blind and visually-impaired visitors they provide: o Braille Guides o Raised drawing o Magnifying glasses o Large-print guides o Tactile maps o touch packs They also run a program of pre-booked touch talks and tours by Museum staff and guest speakers. The National Maritime Museum also has a sign-interpreted talk for deaf and hearing-impaired visitors. They have installed perimeter loops in the galleries, admission areas, information desks and key audio installations. They also run a program of pre-booked British Sign Language sign-interpreted talks and events. Customer service is important to the National Maritime Museum because without customers there would not be a business. Excellent customer service results in: * higher visitor numbers and greater customer diversity Visits to the sites are increasing each year provides a public service for groups of people who dont traditionally visit or use cultural or heritage organizations like museums Has an outreach community newsletter which has news and events for communities under-represented among the visitors * increased sales The Museum generates increased income through shops, cafes and charging for special exhibitions It also supplies hiring venues for corporate events and weddings and sales from the Picture Library. * increasing public image The Museum has to compete with other organizations for peoples leisure, by providing excellent customer service it increases public image they do this using their website and leaflets * survival in terms of competition Good customer service can give the Museum an edge over other tourist attractions or leisure facilities, as they compete for customers leisure time and money. * satisfied customers and greater job satisfaction for staff As well as asking for feedback from customers and monitoring visit numbers the Museum pays a market research company to conduct surveys, the customers are asked to rate their experiences and satisfaction levels, this helps knowing the customers needs and satisfying them. The staff also takes pride in being part of an organization which delivers high levels of customer service Job satisfaction is increased by positive feedback from the customers * repeat business and customer loyalty Museum donation box Analysis of feedback and visitor surveys indicates that 94% of visitors would recommend the Museum to their friends. Excellent customer service results in strong customer loyalty and increased visitor numbers especially repeat visits. The National Maritime Museum believes that to enjoy and learn from a museums collections, visitors must first feel welcome, secure and comfortable in their environment. Crucial factors include friendly staff to greet and help, clear signage, queuing systems, gallery plans and well-maintained washrooms and cloakrooms. Improvements to these areas can significantly increase word of mouth recommendations, repeat visits and time and money spent by visitors as competition for the publics time and attention is intense.

Factory job Essay Example for Free

Factory job Essay I am seriously going to explode one day. That Mr Birling is being totally out of order, he pays us girls nothing more than 20 shillings a day and that cant keep me alive for much longer. I have spoken to the girls and they agree with me that we should go on strike. That will make him think about the wages he gives the girls and me. I would rather quit but that would show the wrong side of me I am not a quitter, I am a fighter. I should of taken the job in the bakery but no I had to choose the factory job which could have been good and well paid but no they lied to me about the wages. Anyway I saw my Nan today, she is really ill I need the extra money for her medicine but if you ask me I think she will be going soon. I wish I could see my mum but she is in Yorkshire. I could not stay there because there was no work. There was work but I would never stoop that low. My sister got into that kind of work and she got pregnant out of that sort of business. This all the countrys fault I had to move here because of the lack of jobs in Yorkshire its ridiculous. The strike will still go on. Talk soon, thank you for listening. I am sacked now, looks like I need to starve my self once again all because I wanted more money to actually stay alive, hence I am starving myself now. Most of the girls got their jobs back and I loose mine that fair. Mr Birling has to learn that it is not business all the time, he has to think about other peoples lives that are not rich. I told him that and he obviously did not understand about higher and lower class, all he concentrates on is higher class and spends money like a fire in a wood. I better look for a job soon other wise I will die like my Nan did poor and helpless. I am living in my Nan house but I will probably not stay here that long because she has probably given the house to sally her friend on the street. Thank you for listening bye. I am so happy, I went to a interview last week with Milwards and I have a job now and its good pay and I can help sewing the dresses which is my life long dream. I have not got the house any more, Sally and Frederick her boyfriend live there now and I live in a run down hovel and nothing in it. I have no money and I have changed my name to Sarah so I can get a job because I got sacked and you what Mr Birling is like, he knows everyone. I am gradually getting richer but not much, I have got 40 shillings and I need to save that so I cant eat again. Hopefully this job will be successful and its nearly Christmas bonus but I wont get my hopes up. I have realised that my behaviour at Mr Birlings factory was bad but I was desperate and I need the money. I need to be really polite in this shop because lots of posh and higher class shop here and like I said I dont want to work on the street. Thank you for listening. I got sacked once again. I have not been a pain but I did make a funny look when Miss Birling was showing her dress to mum. Even her mum didnt like the dress, you could tell by her face. I laughed as well but that was because I tripped other the stall. I think she complained about me and said to Samantha the boss to sack me. The Higher class always gets their way and bosses always want money. Thank you for listening. It has come to the worse now. I am getting money but I hate sleeping with scummy old men who smell of beer and sometimes dont even pay you for your time. I really did not want to become a slut and sleep around but I am and I had to change my name again. My name is Daisy Renton now. I have lost two stone. I am probably going to die one day and probably poor, helpless and with no family by my side. I might go back to Yorkshire but I have myself into a business. I am going out with Gerald. He was a customer but he likes talking to me and he bought me food recently and I that was touching. I met him in the palace bar. I was there for business and business is good there because all the rich people are there and have no lady of there own because they are so ugly. Gerald is so sweet. Talk soon. I am really depressed and my live is over now because Gerald has left me he gave me some money but I love Gerald I need him he kept me away from trouble. A man recently beat me up and Gerald looked after me. He is a star and he always will be. The money has been going down the drain I need more money, I might need to do extra nights and double shifts a night. Old men are the worst they are so old and horrible. I need a good job because I have not got a enough money for the place I am renting. I will talk to you soon bye.

COPD with Cognitive Status in an Elderly Sample

COPD with Cognitive Status in an Elderly Sample COPD with Cognitive Status in an Elderly Sample using the Third National Health and Nutrition Examination Survey Dean Sherzai, MD MAS PhD(c), Rachel Schade, Sonia Vega, Ayesha Z. Sherzai, MD Author’s Affiliations: 1Department of Neurology and Neurological Sciences, Cedar Sinai Health System, Los Angeles, CA, USA; 2Keck Science Department, Pitzer College, Claremont, CA, USA; 3Department of Epidemiology and Biostatistics, Loma Linda School of Public Health, Loma Linda, USA; Department of Neurology, The Neurological Institute of New York, Columbia University Medical Center, New York, New York, USA. Keywords: COPD, cognitive status, dementia, aging Abstract Purpose: Chronic Obstructive Pulmonary Disease (COPD) has been associated with dementia and cognitive impairment. We attempted to assess the relationship between COPD and cognitive impairment in a nationwide database, the National Health and Nutrition Examination Survey (NHANES III). Methods: Data was analyzed from the NHANES III database, a nationally representative cross sectional observational study among older adults. The diagnosis of COPD was based on calculation of FEV1/FVC ratio, with a cutoff of 0.7. The odds of having poor cognitive status was assessed using logistic regression models between COPD and three cognitive tests (immediate recall, delayed recall, and serial subtraction tests), adjusted for demographic variables and medical comorbidities. Results: We identified 17,181,182 individuals with a diagnosis of COPD. The mean age of was 71.5  ± 0.19 years. In the crude model, there was a strong relationship between those with COPD and poor cognitive test scores. This relationship was strengthened in the multivariate model adjusted for demographic variables and vascular comorbidities, such that those with COPD had a higher odds of having impaired immediate recall (OR 2.56, 95% CI 1.44- 4.53), delayed recall (OR 3.10, 95% CI 1.73- 5.52), and serial subtraction tests scores (OR 2.74, 95% CI 1.17- 6.40). Conclusions: Individuals with COPD have a higher odds of having cognitive impairment in this large nationally representative database. Introduction Approximately 35.6 million currently suffer from dementia worldwide, and this number is expected to double by 2030 and triple by 2050 [1]. In the last few years we have become more cognizant of the importance of identifying cognitive decline at the earlier stages when it is more amenable to treatment. We have also become more knowledgeable about possible comorbidities that may propagate the process of cognitive decline and ultimate dementia. Causes of cognitive decline, and possible progression to dementia, are believed to be multifactorial. Chronic Obstructive Pulmonary Disease (COPD) is a progressive disease that affects more than 13.5 million people in the United States and has been associated with cognitive decline [2]. To date, there are no definitive treatments for dementia; therefore, much emphasis had been placed on the prevention of dementia, and identification of modifiable risk factors early in the disease process. Multiple studies have reported the association between COPD and either global cognitive deficits with the most severe deficiencies in specific cognitive domains such as perception, motor function or memory [3]. Despite the current body of evidence, the majority of studies are based on a single region, and there are a few studies that used a nationally representative data (Health and Retirement Study). Given that society is facing an increase in the rate of chronic diseases of aging [4], and the lack of large scale investigation on the relationship between COPD and diminished cognitive status, we analyzed this nationwide database, the National Health and Nutrition Examination Survey (NHANES III), to better elucidate this relationship. Materials and Methods NHANES III is a cross sectional health survey conducted by the National Center for Health Statistics (NCHS), performed from 1988 to 1994 in persons aged two months and older in the United States. NHANES has a multistage, probability sampling design used to select participants representative of the civilian, non-institutionalized US population. Our study population consisted of 39,488,973 adults 60 to 89 years. Of these, participants were included if they had measurements for spirometry and the cognitive tests. Based on The Global Initiative for Chronic Obstructive Pulmonary Disease (GOLD) standards, cases of COPD were defined based on the patient’s ratio of forced expiratory volume (FEV1) to the forced vital capacity (FVC). Patients with a ratio of less than 0.7 were classified with COPD. Our control group, patients without COPD, was classified by a ratio greater than 0.7. For the older population, NHANES-III measures cognitive status with three cognitive tests: an immediate a nd delayed logical verbal memory test from the East Boston Memory Test, a three word registration/memory task (â€Å"apple,† â€Å"table† and â€Å"penny†) and five serial subtractions by intervals of three. A point was awarded for every correct answer from the three word memory task and the logical verbal memory test. For immediate memory, using a summary score of logical memory (0-6 points) plus three word task (0-3 points), we considered less than 5 out of 9 points to be impaired (low), such that individuals with 0-4 were score ‘low’, and those scoring 5-9 were scored ‘high’. For delayed memory, a summary score of less than 4 out of 9 points was considered impaired (low). Both summary scores are consistent with previous NHANES-III reports. For the test of serial subtractions, any miscalculation during the five trials was considered impaired, and only a perfect score was considered ‘high’. The reported race and ethnicity includes non-Hispanic Whites, non-Hispanic Blacks, Mexican-Americans and ‘other’. Smoking was defined by a â€Å"yes† response to the following two questions: â€Å"Have you smoked at least 100 cigarettes during your entire life† and â€Å"Do you smoke cigarettes now†. These questions can be found on the NHANES III household adult questionnaire. Education was stratified in three categories: 12 (some college and beyond). We performed an X2 and t-test analysis to compare demographic characteristics between patients with COPD and patients without COPD. To assess the association between COPD and a low cognitive test score (with high score as reference) crude and adjusted logistic regression analysis were performed. Adjusted potential confounders were age, race-ethnicity, sex, BMI, education status and smoking. Appropriate NHANES-III weighted sampling was applied during this analysis. All data analyses were conducted using SAS (v 9.3; SAS Institute Inc., Cary, NC). Results Table 1 presents the demographics of the population. There were 17,181,182 individuals with COPD; 50.1% were females, 49.9% males and 85.9% were non-Hispanic White. The mean age for patients with COPD was 71.5 ±0.19. In both groups, patients had less than a high school education, were non-smokers and had both hospital and medical coverage. Majority of individuals with COPD scored low on each cognitive test as compared to those without COPD (Table 1). Coronary artery disease was the most prevalent comorbidity in patients with COPD (31.9%) and in patients without COPD (30.4%). In the unadjusted model, participants with COPD had increased odds of impaired scores on each of the three cognitive tests: the immediate recall (OR 2.18, 95% CI 1.81- 2.62), delayed recall (OR 2.25, 95% CI 1.87- 2.70) and serial subtraction test (OR 1.44, 95% CI 1.10-1.90). We then examined the association between COPD and the cognitive tests, initially adjusted by age and race, which diminished the relationship slightly for all three tests, but the relationship was rendered insignificant for the serial subtraction test (OR 1.29, 95% CI 0.95-1.69) (Table 2). Then, we adjusted for age, sex, height, body mass index and education, which did not change the relationship significantly. In the third model, further adjustment for race, poverty income ratio, and medical coverage did not appreciably change the relationship. In the last model, we additionally adjusted for vascular risk factors such as smoking, stroke, hypertension, CHF, diabetes and coronary artery disease. This increased the odds for poor scores for all three tests; immediate recall (OR 2.56, 95% CI 1.44- 4.53), delayed recall test (OR 3.10, 95% CI 1.73- 5.52), and serial subtraction (OR 2.74, 95% CI 1.17- 6.40). Discussion We were able to identify a strong association between COPD and diminished cognitive status across three common cognitive tests. Individuals with COPD had significantly greater odds of impaired verbal memory, and this relationship remained robust after adjusting for potential sociodemographic and vascular risk factors. The relationship between COPD and the serial subtraction test scores was rendered significant after it was adjusted for vascular risk factors. Despite evidence in the extant literature showing an association between race with cognitive status [10], race was not a factor in the relationship between COPD and cognitive status. Our results are consistent with a growing body of evidence that has revealed a strong association between COPD and poor cognitive function. In one of the largest epidemiological studies, The Health and Retirement Study (n=4,150), patients with severe and non-severe COPD had significantly lower cognitive test scores compared to healthy controls. In adjusted models, only patients with severe COPD had the lower scores on the cognitive tests [5]. Furthermore, a dose-response relationship between COPD severity and cognitive dysfunction was previously established, with more severe COPD cases performing worse on the cognitive tests [6]. Notably, a 2013 study demonstrated significantly reduced memory tests scores on the Mini Mental State Exam (MMSE) among patients with COPD but without hypoxemia [7]. Further evidentiary support for global cognitive impairment in patients with COPD was also shown in a study that observed significant differences in executive functioning, working memory, episod ic memory, processing speed, and visuospatial ability [8]. Recently, several COPD studies have combined cognitive testing with neuroimaging, which have revealed significant white matter pathology in this population, with varying degrees of cognitive impairment [8,9,10,11]. The mechanism by which COPD causes cognitive decline is not very clear. COPD results in hypoxemia and hypercapnia, which has been implicated in diminished cognitive status [3,5]. Recent imaging studies have pointed to possible microvascular damage [3], and other studies have implicated chronic inflammatory process causing cognitive decline [12]. Yet others believe that the hypoxic process may cause direct neuronal damage, glial activation and the generation of free radicals which could affect cognitive functioning [13]. Given the prevalence of both COPD and cognitive decline in the elderly population and a probable causal relationship, it is important to further investigate the mechanism underlying the relationship. Limitations As all studies, this one has many limitations that need to be visited. One of the limitations unique to our study was that majority of the individuals in our elderly NHANES population had less than high school education. Given that educations has repeatedly been found to be strongly correlated with resilient cognitive function as well as less susceptible to neurodegeneration, our results could have been confounded by the lower mean education level in our population[14-18]. Another limitation lies with the cognitive testing used by NHANES. Only three cognitive tests were utilized, which does not provide a comprehensive assessment of cognitive function. In addition, the cognitive tests used most likely overlap in the cognitive function they measure, not allowing for specificity. However, the cognitive variables have been validated as a good tool for testing memory [19]. Furthermore, the cross-sectional nature of this paper does not allow us to make a causal link. In addition, the restr icted scope of lifelong socioeconomic status is a limitation, which is strongly associated with both cognitive impairment and COPD. However, it has been demonstrated that individuals with poor socioeconomic status may have a higher risk of developing COPD and lower cognitive reserve [20,21]. The strengths of this study are its large, diverse representative sample, that provided extensive medical history and allowed for control of confounding variables, as well as the objective measure of cognitive impairment and COPD. Also, the spirometry data from NHANES III allowed for more accurate diagnosis of COPD. Conclusion We were able to demonstrate a strong relationship between COPD and diminished cognitive status. We were not able to demonstrate any effect of gender, race, as well as sociodemographic or vascular risk factors on this relationship between COPD and cognitive status. The independent relationship between COPD and cognitive status may provide us an important clue into the pathophysiology of dementia, which needs to be further explored. Declaration of Interest References Prince M, Bryce R, Albanese E, et al. The global prevalence of dementia: a systematic review and meta-analysis. Alzheimers Dementia 2013;9(1):63-75. Ford ES, Croft JB, Mannino DM, et al. COPD Surveillance- United States, 1999-2011 COPD Surveillance. Chest 2013;144(1):284-305. Dodd JW, Getov SV, Jones PW. Cognitive function in COPD. Eur Resp J 2010;35(4):913-922. Dall TM, Gallo PD, Chakrabarti R, et al. An Aging Population And Growing Disease Burden Will Require A Large And Specialized Health Care Workforce By 2025. Health Aff 2013;32(11):2013-2020. Rusanen M, Ngandu T, Laatikainen T, et al. Chronic obstructive pulmonary disease and asthma and the risk of mild cognitive impairment and dementia: a population based CAIDE study. Curr Alzheimer Res 2013;10(5):549-555. Li J, Huang Y, Fei GH. The evaluation of cognitive impairment and relevant factors in patients with chronic obstructive pulmonary disease. Respiration; International Review of Thoracic Diseases 2013;85(2):98-105. Gupta PP, Sood S, Atreja A, Agarwal D. A comparison of cognitive functions in non-hypoxemic chronic obstructive pulmonary disease (COPD) patients and age-matched healthy volunteers using mini-mental state examination questionnaire and event-related potential, P300 analysis. Lung India: official organ of Indian Chest Society 2013;30(1):5-11. Dodd J, Van Den Broek M, Jones P, Charlton R. S92 cognitive function cerebral white matter tract microstructure in COPD. Thorax 2011;66(Suppl 4):A43-A44. Charlton RA, Dodd JW, van den Broek M, et al. Can brain MRI explain cognitive decline in COPD? A pilot study. Eur Resp J 2010;38(Suppl 55):29-36. Chung A, van den Broek MD, Charlton RA, et al. Cognitive Function And Cerebral Functional Connectivity In COPD: A Resting State Functional Magnetic Resonance Imaging Study. Age 2012:65(68):20-27. Dodd JW, Chung AW, van den Broek MD, et al. Brain structure and function in chronic obstructive pulmonary disease: a multimodal cranial magnetic resonance imaging study. Am J Respir Crit Care Med 2012;186(3):240-245. Borson S, Scanlan J, Friedman S, et al. Modeling the impact of COPD on the brain. Int J Chron Obstruct Pulmon Dis 2008;3(3):429-434. Singh B, Mielke MM, Parsaik AK, et al. A Prospective Study of Chronic Obstructive Pulmonary Disease and the Risk for Mild Cognitive Impairment. JAMA Neurol 2014;71(5):581-588. Schmand B, Smit J, Lindeboom J, et al. Low education is a genuine risk factor for accelerated memory decline and dementia. J Clin Epidemiol 1997;50(9):1025-1033. Stern, Y. Cognitive reserve and Alzheimer disease. Alzheimer Dis Assoc Disord 2006;20(2),112-117. Ngandu T, von Strauss E, Helkala EL, et al. Education and dementia What lies behind the association? Neurology 2007;69(14):1442-1450. Scarmeas, N, Stern, Y. Cognitive reserve and lifestyle. J Clin Exp Neuropsychol 2003;25(5):625-633. McDowell I, Xi G, Lindsay J, et al. Mapping the connections between education and dementia. Journal of Clinical and Experimental Neuropsychology 2007;29(2):127-141. Albert M, Smith LA, Scherr PA, et al. Use of brief cognitive tests to identify individuals in the community with clinically diagnosed Alzheimers disease. Int J Neurosci. 1991;57:167-178. Eisner, MD, Blanc, PD, Omachi, TA, et al. Socioeconomic status, race and COPD health outcomes. J Epidemiol Community Health 2011;65(1):26-34. Stern, Y, Tang, M X, Denaro, J, et al. Increased risk of mortality in Alzheimers disease patients with more advanced educational and occupational attainment. Ann Neurol 1995;37(5):590-595. Table 1. Baseline characteristics by COPD status in the NHANES III population * p values derived from t test comparison of means of COPD by population characteristics SD = Standard deviation Table 2: Crude and adjusted odds ratio for COPD and cognitive tests among 17,134,886 individuals in the NHANES III population OR = odds ratio, CI = confidence interval, ref = reference Model 1: adjusted for age and race Model 2: adjusted for age, sex, height, BMI and education Model 3: Model 2 additionally controlled for poverty income ratio, race, and medical coverage Model 4: Model 3 additionally adjusted for stroke, coronary heart disease, hypertension, congestive heart failure, diabetes. 1

Good Fellas Movie Poster Analysis Essay -- Papers

Good Fellas Movie Poster Analysis My analysis is based on the movie "Good Fellas". The three men that are featured on the poster pictured in medium frame are the main characters and are also the main focus of my analysis. Robert DeNiro:The facial expressions and posture of DeNiro shown on the poster enables you to see that he looks like a rough tough guy who is very serious when it comes to business. The frown on his face as evidence by his creased forehead and one eyebrow higher than the other together with his folded arms and upright stance suggest that he is serious. In addition to this the larger size of the face as well as that of his whole frame in comparison to the others tells that he is the authorative figure and maybe the oldest. He is wearing top businessman suit complete with a red tie, which suggests that he's a man who is not to be crossed, as the colour red is symbolic for love or death (blood). In other words he appears to be saying if you are not with me you will be eliminated. Joe Pesci:He...

Essay on Freedom in Chopin’s Story of an Hour and Gilman’s Turned

Freedom in Chopin’s Story of an Hour and Gilman’s Turned  Ã‚     In â€Å"Turned,† by Charlotte Perkins Gilman, and â€Å"The Story of an Hour,† by Kate Chopin, two female protagonists gradually reject and overcome their socially constructed and internalized female consciousness’. These changes of heart happen when horrific events that relate to both the characters’ husbands occur. The women are then forced to define themselves as individuals rather than relying on their mates, their families, and their households to give them meaning. Their life-changing realizations are shown through the environments surrounding them and through suggestive water images. In these pieces, the female mind and thought process is dissected to show how these women discover their complex and somewhat hypocritical social positions. Both protagonists are finally able to comprehend the weight of their roles as wives and as women in their confining societies. Through their new found understanding, they are forced to see the idle and petty li ves they have been living to attain the other’s acceptance. In effect, the characters attempt to renounce their oppressed female roles and adopt lifestyles of their own.   Ã‚  Ã‚   The â€Å"turns† that transpire in these feminist works are suggested in the environment that the females live in. Their surroundings not only imply a change of lifestyle, but indicate a shift in the tone of the stories. Kate Chopin’s â€Å"The Story of an Hour† opens with Mrs. Mallard receiving word of her husband’s death through her sister. With the tragic news hovering inside her head, Mrs. Mallard withdraws up to her room to be alone. Her room becomes a retreat to her; she is able to peer down on society without participating in it as well as contemplate her n... ... of femininity and of marriage. Achieving independence, although it may result in one’s death or may cause one to be an outcast in society, becomes the ultimate objective of Mrs. Mallard and Mrs. Marroner.    Works Cited and Consulted Chopin, Kate. "The Story of an Hour." In Literature and Its Writers: An Introduction to Fiction, Poetry, and Drama. Ann Charters and Samuel Charters, Eds. Boston: Bedford Books, 1997. Martin, Wendy, ed. "Introduction." New Essays on The Story of an Hour. New York, NY: Cambridge UP, 1998.    Beer, Janet. Kate Chopin, Edith Wharton, and Charlotte Perkins Gilman: Studies in Short Fiction. NY: St. Martin's P, 1997. Knight, Denise D. Charlotte Perkins Gilman: A Study of the Short Fiction. Boston: Twayne, 1997. Lane, Ann J. To Herland and Beyond: The Life and Work of Charlotte Perkins Gilman. NY: Pantheon Books, 1990.

Human Genome Project :: essays research papers

Human Genome Project   Ã‚  Ã‚  Ã‚  Ã‚  Scientists are taking medical technology to new heights as they race to map all of the genes in our body. There are about 100,000, in the 23 chromosomes of the human body. In doing this they hope that they can understand the basis of the genes and maybe even develop methods of treating certain genetic diseases, such as Alzheimer’s and Muscular Dystrophy. The scientists identify the DNA sequence of someone with the disease and then compare it to a person without the disease. By doing this they can recognize which gene is abnormal and causes the disease. This entire process is called the â€Å"Human Genome Project† and is being done in more than 200 laboratories, with more and more labs joining each year. Most of these labs are located in France and the United States. The project started in 1990 and was predicted to take 15 years and cost $3 billion. It costs the United States about $200 million per year. The $200 million per year has only covered abou t 60% of the annual need. This has created some funding problems for the project. On the brighter side the project has made huge steps in gene mapping and continues to improve every year.   Ã‚  Ã‚  Ã‚  Ã‚  Researchers have successfully located the gene and the DNA sequence that causes Huntington’s Disease. It is located on Chromosome 4. Scientists have created a genetic test, which can determine whether someone carries these genes or DNA pattern. Every child of someone with Huntington’s Disease has a 50% chance of inheriting the gene, which then inevitably leads to the disease. Because of the high amounts of money it costs for treatment of this disease insurance companies see this test as an opportunity to screen potential clients for the probability of such diseases. This would allow them to deny certain people insurance if they are at high risk. This puts the people being screen in a position where they might not be able to receive treatment for their illnesses because they won’t be able to get insurance. This is morally wrong and also violates the patients right to privacy. This information must be safeguarded from insurance companies so they will not be able to discriminate against someone with â€Å"bad genes†. These actions also bring up several ethical questions. â€Å"Does genetic testing constitute an invasion of privacy, and would it cause discrimination against those born with genetic deficiencies?

Lagrange Theorem

SAP transactions and reports Customer-specific transactions and reports Note Note It is possible that the origin of some objects cannot be identified clearly (either as SAP transactions and reports or customer-specific transactions and reports). In this case, the specified number of all transactions and reports is larger than the total of SAP and customer-specific transactions and reports. The possible deviation is due to the fact that only information for used objects is transferred. Objects in managed systems that exist there but are not used in the analyzed period are not transferred ND therefore have no designated origin.Information about customer objects that are not used is only displayed if you have selected the Get All Customer Objects option when you created the analysis. The following result types are displayed for each of the three named groups: Analyzed Not analyzed because, for example, there is no data for the client you specified when creating the analysis. Not analyze d in other clients The analysis fails with specified client due to missing data. Objects are used In other clients. You can base a new analysis with different clients, on this entry. Used.The objects are used in the analysis period and In the systems specified for the analysis. Not used (only affects customer-specific transactions and reports), If you have selected the Get All Customer Objects option when you created the analysis. Example Example You want to know how many transactions and reports were analyzed. The entry Is under All Transactions and Reports, Analyzed (Number). The transactions and reports of a result type, for example, the transactions and reports analyzed, are shown In a table. The following object properties are displayed: Object name, for example, transaction name such as SEES.Object type, for example, T for transaction or R for report. Object description, for example, Data Browser for transaction SEES. Origin, for example, S for SAP displayed in the All Transac tions and Reports overview Logical component, displayed for result type Analyzed, Not Analyzed or Not Analyzed in other Clients. SIDE, the system ID specified when creating the analysis; displayed for result type Used. System installation number; displayed for result type Not Used (customer objects). Threshold value, displayed for result type Analyzed, Not Analyzed or Not Analyzed in other Clients.Client specified when creating the analysis; displayed for result type Used. Result, for example, the number of dialog steps in a transaction Object description language You can copy objects of result types Used and Not Used to the rule database. Activities To open a table of transactions and reports, for example, a table of all the analyzed transactions and reports, click on the result type, for example on Analyzed. To copy an object to the rule database, click the result type, for example, Used to open the object table, highlight the object, and choose Add to Rule Database. Note NoteWhen copying the object to the rule database, you get a message informing you that a check step has been created or that the object is already in the rule database. To restrict the results to a specific system, open the input help for System and select a system. By default, the results refer to all systems you specified when creating the analysis. Note Note You can restrict the results by combining systems and time periods. You can choose another results overview tab: Graphical Overview Results in Analysis Structure Details of Analysis Error Statistics More Information Analysis Results Analysis Project Analyses Analysis Projects

Development of Multinational Personnel Selection Essay

Ivey counsel Services prohibits either turn of reproduction, stor duration or transmittal with start its bring close to(predicate) verb individu e re on the wholey last(predicate)y(prenominal)y permission. Reproduction of this veridical is non c all told everyplace under authorization by whatsoever reproduction in effect(p)s organization. To bon ton copies or beseech permission to reproduce materials, contact Ivey Publishing, Ivey heed Services, c/o Richard Ivey School of Business, The University of horse opera Ontario, Lon jade, Ontario, Canada, N6A 3K7 prognosticate (519) 661-3208 fax (519) 661-3882 e-mail casesivey. uwo. ca. right of kickoff normalation 2007, Ivey Management Services Version (A) 2007-12-11On Monday morning at 830 a. m. , Dr. Thomas Koch was leaving his luxury condo on the 28th floor of a building peculiar(prenominal) all last(predicate)y constructed for expatriates and Hong Kongs wealthier citizens. He was dis consign put through to Ca inventionway Bay, towards his authorization in Hong Kongs principal(prenominal) c personlying district. On the way, Koch listened to the voice mail messages on his cell phvirtuoso, one of which was from the champion of the self-importance-coloureds chargeer, Peter Koenig. The message declargond that Koch was evaluate to confab back origin ally his shock with the human mental imagerys (HR) sort sur confront that he was wind.The human resources police squad brush was plan in revisal to bring to entrusther German and Chinese human resource experts to form a cross lickal spew team. In the context of global restructuring, the company, ComInTec AG & Co (ComInTec), had introduced a in the alto fallher regional vigilance level. As a result, 25 fondness management government agencys were pass judgment to be assortment in the Asiatic-Pacific-region (APAC) (e. g. regional ext balance of purchasing, regional head of put up range management, study chief executive rancidicers (CEOs), national head of finance and accounting, and national head of operations).A onwards- flavor personnel plectron dodge was lodgeed to fill these positions with subject employees. ComInTecs hold recruitment channels, as healthful as head hunters, would be employ for the recruitment motion. The boilers suit tariff for employing the peeled mental faculty office unnecessaryct process was the responsibility of the fit place team. According to the companys inhoexercising global localization policy, 90 per cent of the in the buff management positions were filled by somebodyistics who originated from the country they would be bestowing in.The propeled field of battles let ind sales and marketing, purchasing, supply chain management, and finance and accounting, at locations in Hong Kong, Kuala Lumpur, Bangkok, capital of Indonesia, Melbourne, Sydney and Shanghai. The motorcoachs one-year honorarium ranges amongst 40,000 and 15 0,000, dep lasting on the location. The b atomic number 18-ass effect infusion scheme for APAC was subprogram of the companys new objective lens to standardize all human resource instruments for survival of the fit trial purposes around the globe. This new violence supernumeraryct organisation had to be au pasttic detainally. paginate 2 9B07C041 BACKGROUNDFor some(prenominal) age in a flash, Koch had been finding faults in the tendency of the singular pass judgmentment centres. According to Kochs opinion, in that location was that very exceptional luck to function execut satis factory modifications beca usage the individual assessment centres were conducted by external consulting firms. Additionally, Koch misgivinged the rigourousness of the development developed from the centres, as salubrious as the effect selection schema as a undivided. ComInTec had little recreate in by trial and error evaluating the validity of the assessment centres and sta tistically analyzing the out dis stretch out an eye ons of frequently(prenominal) forcefulness selection procedures.Koch excessively felt the need to remediate the limit of the structured inter scenes that were based on the expectations circulating(prenominal) situation, as oppose to the flush toiletdidates earlier earn experience. Koch firmly trustd that what happened in the prehistorical was credibly to be repeated in the future, and jibely had very little count for selective interviews that did non raftvass the campaigners past. Overall, efforts to improve the current selection constitutions had entirely when r bely been under get rid ofn imput fitting to hold in magazine and the budget allotted for forcefulness af clears a memorable fact that Koch had al fructify pointed out to the management some(prenominal)(prenominal) generation.The victimisation of a new international military host selection brass presently gratuity a huge challenge f or Koch and his project team. There was one fact, however, which he find with relief in that location were no expatriates in the new selection system because the selected managers were enlist to be living in APAC. Currently, ComIncTec patently sent those expectations abroad that had the necessary skilful skills and experience, ir attentivenessive of inter ethnic competencies.Koch visualize uponed how backbreaking it was at whiles to find person executeing to inspire his or her centre of life, including family, to a polar country. He in kindred manner knew from his protest emigration experience that no b plangency up (e. g. speech communication or cultural norms) was offered to prep atomic number 18 him. With this in mind, he hired staff for his project team that would globally represent the countries convoluted a Chinese research assistant who loved a bachelor in HR management, an some fork trainee from chinaw ar, and a German intern who had completed q uad semesters in psychology.The team, which a analogous included superfluous HR managers from the plate office, had al provey been on the job(p)s on the overhaulment of the new force out selection system for four months. Over the past few weeks numerous con anteriorations had been held, yet no signifi nookiet progress had been made. One cause could be attri entirelyed to the fact that there was unam grownuous heterogeneity amidst the German and Asian team parts opinions regarding the new personnel selection system. This created an ambiance that was tense and dissent with revere to sharing the workload.For at one ages concussion, the object was to recognise to a consensus on some(prenominal) all- primary(prenominal)(a) issues (1) what individual facultys the new personnel selection system should contain, (2) whether country-specific adaptations were necessary and operable for for some(prenominal)ly one module, and (3) the implementation process of the new per sonnel instrument at all(prenominal) APAC location. The APAC-situated plants were the companys top-selling ones because, any ruin decisions with respect to HR (e. g. personnel selection) were passing cost- licenced to the University of Regina for use by professor Sandra Steen in the seam MBA/GBUS 843 strategic HR Management, from 01/07/13 to 04/30/13. When Koch commencement hear rough the above agitates, it conterminously occurred to him that this would non be easy. He knew that personnel selection procedures currently varied significantly between countries. He overly knew that the existing selection instruments were by no means f righteousnessless in any specific country. later on the application documents were analyzed, structured interviews with the prospects were conducted by a surgical incision representative and an HR specialist.If some(prenominal) interviewers came to a corroborative conclusion on the medical prognosiss qualifications, the top view complete d an individual assessment centre in golf club to point out his/her interpersonal competencys earlier than his/her passe-partout competencies. The individual assessment centres consisted of biographic questions, case studies on leadership in an external context and participation in a leaderless root argueion. Ultimately, additional lay asides were obtained for to severally one expectation, although distinct procedures existed in varied countries.For eccentric, references collect in Asia hardly confirmed a candidates previous function and date of employment according to honey oil employment law. After reference checks were completed, severally candidate gived scripted feedback and a state was generated and added to the succeederful candidates personnel file. varlet 3 9B07C041 intense. The personnel selection system in APAC, as a whole, would digest large- dental plate consequences touch the entire company. As Koch was walking in the crowded Causeway Bay ara h e was non paying oft attention.To Koch, who could non distinguish between Asians, it take c beed as if they were crawling across the streets like ants, all busy on their mobilises. As usual, it was a very hot day. For Koch, straight 48 years old, this was intolerable. He took off his light-coloured linen jacket and ho employ his tie, nemesisening to retch him, in his brief case. He had bring toed from a business trip in Sydney the previous Saturday and was becalm feeling the effects of the protracted flight. The succeeding(prenominal) business trip was plan for the approaching Thursday off to Jakarta for a week, Shanghai, because Munich for a clash of the Global Steering Committee homosexual Resources.He checked his schedule and dream uped the phone call he sure earlier from Koenigs assistant. Koch would be arriving at his office deep down 10 legal proceeding, which allowed him time to communicate Koenigs phone call originally the plan concussion. It had been 17 years flat that Koch had been working in the HR subdivision for ComInTec and troika years in the regional headquarters in Hong Kong. After working umteen years for ComInTec he was currently the HR director, thanks to his determination, ne dickensrking skills, ability to be in mellow spiritsly adaptable to new situations, and his genius to be at the right place at the right time.He was in charge of all HR decisions within ComInTec in APAC. ComInTec was a worldwide lede industrial company with administration, plants, and sales offices in ex change over Europe, Eastern and Western Europe, APAC, Central and South America, and North America. bid many an(prenominal) other companies, ComInTec was forced to fall in furlough procedures between 2003 and 2006. Worldwide, 900 bloods were cut. Koch was actively involved in the staff cutbacks that had interpreted place. He had visited the plants, supply with billetPoint demonstrations that had been verified by the executi ve display board to be politically correct.He communicate to the workers and praised ComInTecs ethics and corporate philosophy, nonwithstanding the cutbacks. He communicated the cutbacks to the workers as a temporal crisis, pointing out that it was mainly due to raw(a) fluctuations and that it was part-time employees who were cut, with the affected workers be offered fair compensation packages. In consequence of the usual economic situation in the years of 2003 to 2006, ComInTec unfortunately had no other option. He additionally thanked the staff for their loyalty and appreciation with personal gifts and reports in the companys internal newsletter.Since then, the company had recovered from the crisis. ComInTec utilize 23,000 employees worldwide and made more(prenominal) than 5. 8 billion in sales. Koch arrived at the elevator to his office. He was surrounded by Asian colleagues in the best mood, all in coherently grey suits, greeting from individually one other as the y waited for the elevator. When he got off the elevator, there were both of the classce Chinese secretaries serving tea and fruits. His seeance of all time ca utilise a general haste among the secretaries. They all confirmed his daily appointments, signifying that his work day had officially commenced.Koch called on a secretary, who came track on the double, accompanied by a Yes, sir and a big smile, yet she quashed eye-contact by spirit down to the floor. She reminded him that Koenig was waiting for him to return his call. Without being able to name a cause for it, this secretarys behavior triggered un currentty in Koch. All her gestures appeargond pliant as she perpetually motionded her head regardless of praise or dispraise invariably bring ining and friendly. Koch picked up the forebode and Koenig straight began speaking Mr.Koch, you study a go at it how much I appreciate your dedication to the company, simply I fork out cin one caserns near the current int ernational selection procedures. We need something that is going to work, and work immediately And dont you refuse try to offer me this empirical or validity stuff. I dont expose a damn. You perk up a whole department with super answer pot. I assume you ar fitting of filling these vacant management positions. We also need a selection system that works everywhere. We can non return to apply different pass to the University of Regina for use by prof Sandra Steen in the melody MBA/GBUS 843 strategical HR Management, from 01/07/13 to 04/30/13. page 4 9B07C041 procedures in every country. What we need are consistent procedures, something applicable cross-nationally and cross-regionally. You, as a cosmopolitan, should know exactly what I mean. I also expect everything to be document to a tee. Although Koch dual-lane Koenigs passion for an improved personnel selection system, there were many complications that could arise of which Koenig seemed obviously unaware.As sensitiv ely as practicable and with all due respect, Koch as plead to inform Koenig rough possible problems. First, Koch argued that although a multinational personnel selection system could deplete its advantages, these advantages whitethorn last costly when they are non easily implemented in severally region. from apiece one country had its own ridiculous economic and education situations, which would undoubtedly become problematic when creating a universal personnel selection system. Koenig should only consider of Thailand, for example, where it is more difficult than anywhere else to find qualified managers.With respect to cultural differences, Koch argued that a alike(p) personnel selection system would also roughly promising ignore cultural differences and culture-specific circumstances. This would non only affect the individual modules of the system, but also the basic agate line requirements, the adaptation of modules to specific countries, and the use of specifi c personnel selection methods. Koch also verbalized his c at a timern with Koenigs deprivation of interest in runninging the validity of the new selection procedures Mr. Koenig, something that is expected to work should be tested thoroughly.This is the only way to be true that it allow for actually work. We get out need to test and then rate each and every single module in each country. This process allow for provide a basis on which we lead be able to improve the original procedures. Due to all the possible problems that may arise with the new system, it is dogmatic that we invest in developing it properly. Of course, that wasnt exactly what Koenig needed to hear get intot tell me astir(predicate) problems, I want solutions, and you should non go out that this is what I pay you and your team to do. You shake off until the end of this week to deliver utmost and written conclusions of this librate.If not, I pass on reduce your team in Hong Kong by half, and I go away delegate the development of this new system to global headquarters. Mr. Koenig, Koch replied, enchant aliveness in mind that my team has been working on this take overment for months, including weekends. Nevertheless, Koenig underlined Kochs point of view with the commanding tone typical of him all you leave alone come up with something recyclable by the end of this week, or central headquarters volition do the play. closedown of contendion. Koch responded Mr. Koenig, we entertain cognize each other for 17 years now and you know that I perpetually do whats best for this company.I strongly believe that as your HR manager, it is my responsibility and work to inform you about possible hazards and problems that may exist with an ad hoc-developed and unevaluated multinational personnel selection system. Koch advised Koenig a sack up that his demands could lead to severe difficulties. Koch also added Mr. Koenig, please remember the problems we experienced a few year s ago with respect to staffing cutbacks. You wanted to rate employees, who had been working for the authorize to the University of Regina for use by professor Sandra Steen in the course MBA/GBUS 843 strategical HR Management, from 01/07/13 to 04/30/13. scalawag 5 9B07C041 company for many years, home base without any broad of termination pay. Everything was to be done by us, without any kind of external consulting. I assume you remember that I told you in advance how unwarranted such a staff decrease can be. I am plastered that you leave also remember that I inform you that the legal process would create a high financial risk to the company with employees with legal action pursuit claims for damages and compensation. At the time you had underestimated the situation, and as a result our legal department had to channel with all the consequences.We were lucky that our lawyers were able to win most of the cases. Koenig was auditory sense to these remarks with provocation and responded Dr. Koch, I am at the end of my tether with you. You need to stop management on the past. Its all urine under the bridge. We are now flavor at 25 multitude we want to hire. This is my company and not yours. I pull up stakes be participating in like a shots meeting via video conference. I expect you to prepare everything at once so that the video conference get out be working. And dont forget that I take for put you in charge of the entire new personnel selection system.Koch would need to get down the fact that all of his protests to Koenigs book of operating book of instruction manual bring down on deaf ears. He knew Koenig advantageously enough to understand exactly what he wanted and that he would not change his mind. For Koenig, endless loyalty to the company, endurance, a hands-on mentality, and assertiveness were most important. He was cognize for his strong program line orientation not only by the members of the global focus grouping, but also b y the plants employees. 2 weeks prior, he went to Malaysia unannounced and snuck into one of the plants in come out to see the night supplantings work with his own eyes.In addition, every executive knew that Koenig had established staff employees, so called key functionaries, in every country. The t learn of these key functionaries, or spies as Koch liked to call them, was to report to Koenig about everything that was happening on site in detail, curiously any do by doing of management. notwithstanding Koenig did not trust these key functionaries either, with his shibboleth being Trust is commodity, control is better. wholly if there was 100 per cent reason between headquarters and the key functionaries was he forgeting to attribute a authorized degree of credibility to the situation.Koch could therefore understand the tactics of Koenig because they somewhat resembled his own tactics. Koch, nevertheless, had difficulties with Koenigs control procedures because they dire ctly affected him and his team. In response to these procedures, Koch had established in APAC that each meeting and each decision that was to be made essential be put down by threesome individuals. Piles of writing were accumulating in his office as a result, and even special storage entourage were needed to store the paper masses.Furthermore, Koch remembered the inclination approach shot from the central HR department, to standardize all personnel selection procedures including all criteria and approaches around the globe. This matter ended in talk due to bouts regarding this question. With all this in the back of his mind, and the increasing pressure on his shoulders, Koch remarked to Koenig at the end of the phone call that the meeting would peradventure take several hours, and that he assumed Koenig would not like to spend his precious time listening to every single detail regarding APACs selection system.Koenig agreed that attending the meeting via video conference wou ld not be in his best interest with respect to time, but kinda insisted even more that he receive the final draught of their decisions and the meeting minutes by Friday. Koch was towering to name success all-embracingy appeased Koenigs concerns for the moment, and he adjacent turned his focus to the scheduled meeting. He was horrified when he glanced at his watch and realized that it was already 930 a. m. He jumped up dead from his desk and left for the conference room.When he arrived, his whole team and an unknown staff employee from global headquarters, probably a key functionary, pass to the University of Regina for use by professor Sandra Steen in the course MBA/GBUS 843 strategical HR Management, from 01/07/13 to 04/30/13. knave 6 9B07C041 Well, I ask nowadays that you all present results from the past few months of hard work. I am only elicit in the results and would like to avoid any broad discussions concerning details. Mr. Koenig expects our final decisions in writing this upcoming Friday.In the case that he does not approve our recommendations, this project will possibly be passed on to global headquarters. As a result, we will lose team members. You now know the importance of our meeting today. We need to legitimize our right to exist. The Chinese colleagues agreed by nodding their heads uniformly. Koch detect that this behavior was always to be expected when there was an order from a member with higher ranked condition. From Kochs perspective, this was a phenomenon reflecting cross-cultural differences (see Exhibits 1 and 2).He muchtimes asked himself why his Chinese colleagues seemed to forget all priorities regarding time and content as before desire as there was an order coming from someone higher in the hierarchy. How a lot did he observe his Chinese colleagues change their work completely and without any objection according to the orders of someone with higher status? Koch quite often got the impression that his Asian col leagues and co-workers descended the principle Seniority is king. Yue Yu, a Chinese HR employee, rose to speak. In her compendious way, she stated One crucial question concerns the definition of the personal line of credit requirements and their profiles.After several discussions we hold in come to the conclusion that the positions to be filled differ in their content. Hence, we guess to define the job requirements specifically for each position, and to allow flexibility of the job requirements for other positions. More accurately, we want to diagnose 15 dimensions five components that test the candidates master key competencies, and 10 dimensions that evaluate loving competencies. Andreas Mueller, the German economist who possessed blanket(a) experience in HR management, countered Yue Yu You must be joking.The inclusion of 15 dimensions is not what our team has distinct on. That is your opinion, which is not shared with anybody here. I told you many times that the scie nce of 15 dimensions is simply impossible. Yes, thats what you give tongue to earlier, answered Yue Yu, but I find we should establish as many dimensions as possible. Well, I disagree, Mueller continued, who could not stand being interrupted, It is important to define clearly distinguishable job requirements that are measurable, describable, and that are followly applicable in all countries of APAC. Yue Yu, intimidated by her German colleagues manner, blushed and musical noteed down towards the floor, signaling that she did not dare to say anything further. Yue Yu often found it difficult to complete with negative feedback, curiously when it occurred in front of her colleagues. There had been several times already that she could not stand up to Mueller, which seemed to affect her more and more each time. She had once spoken to Koch about her difficulties communicating with Mueller however, Koch was right away crocked by the complaint and asked her to wait and believe for an improvement of the situation. Koch assumed the foe between commissioned to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 strategical HR Management, from 01/07/13 to 04/30/13. were already waiting impatiently. In order to keep the meeting attendees occupied while they waited, the profound secretary was serving coffee and snacks, resulting in a punt breakfast for many of them. Koch welcomed everyone, apologized for being late, and began the meeting, We are here today to decide about the future personnel selection system for APAC, which, when complete, will influence the complete international employee selection system within ComIntTec considerably. After these front words, he asked the German intern Sarah Goldmann and her Chinese HR assistant Dai Wei to record the meeting minutes. Koch continued, I need everything we discuss here today to be recorded in detail. The records must happen with the precision of a operating surgeon The Germ an team members threw disfavouring looks at each other however, the Asian team members authorise of the instructions by nodding their heads. Koch started Page 7 9B07C041 he two colleagues was largely salutary a misinterpretation due to cultural differences (see Exhibits 1 and 2), and told her to bring the matter to his attention once more only if it was suddenly necessary. Yue Yu never discussed the situation with Koch again. The German, in-house psychologist Sabine Weitmann, who was known for her differentiating judgeing, unconquerable to join the discussion In my point of view, the question regarding the number of dimensions is only chipary. It is important that we first establish the table of confine of the job requirements. I give notice we deputize the term job requirements with the more raw term competencies.In my opinion, a multinational requirement profile should contain competencies such as technical and vocational skills, head-disposed competencies, leadership competencies, communicative competencies, flexibility, and adaptability. Why these skills and not others? interjected Dai Wei, the Chinese HR assistant, who was not quenched with Weitmanns selection of skills. Well, during my studies at the strategic Human Resource Management convey in Hong Kong, where I completed my MBA, I learned and experienced that a stack of skills are inessential in personnel selection.I suppose we should therefore consider additional skills. For example, nervous strain tolerance, resilience, cooperation skills, willingness to learn, ambiguity tolerance, last-orientation, problem-solving skills, decision-making skills, and intercultural competencies. just now Dai Wei, contradicted Mueller, It is totally obvious that this kind of bid will encounter problems. That is simply not doable. Besides, the intention to establish more than sixsome job requirements turned out to be problematic in the past.Did you ever call about the difference between intercu ltural competence and social competence? Dai Wei was obviously irritated by the criticisms he received in front of the team and was in the process of losing his temper, which was easily detected by sounding at his sheath, which had become flushed. These well-known signs alerted Weitmann, who tried to calm the situation with her objection and who precious the illusion of having salvaged this precarious situation We should not waste anymore time debating this take, which weve already discussed many times before.Lets live focused. Clearing his throat, Mueller stated, It is pointless to discuss the skills and job requirements. We are under time pressure and I therefore suggest that we bring about a majority vote with respect to the skills. No, said the Chinese trainee, who take partd in a communication planning course last weekend and had been therefore sensitized to group dynamic processes, A majority vote is not the solution. It may lead to respectable decisions not win be cause certain team members follow the uniform opinion of the majority.We should try to reach a consensus on this issue. While the Asian colleagues began to nod their heads in agreement, Mueller, who did not like to forego anything to chance, responded, Well, I believe there should be six dimensions, namely provision/organization, initiative, adaptability, conflict management, decisionmaking/goal-orientation, and leadership. These dimensions are not only important for a managers success in APAC, but on a worldwide scale. Andreas, countered Weitmann, what are your conclusions based on? We need dimensions that turn out been empirically verified.Although it is immense that you have your opinion, what we need are empirically validated dimensions. Well, I would like to purpose this dispute, replied Bettina Carter, a German lawyer who had lived in California for many years, and who was now ready to explore the world of APAC with her American husband. The always down-to-earth Carter opined, Clearly, this is easy. We simply use the German dimensions and adapt them to the management positions in APAC. I am certain that everybody here knows that these are the dimensions mentioned by Mueller earlier. Koch, who was already feeling mentally exhausted from listening to the discussion, said Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 8 9B07C041 I neither have the time nor the null to be debating these personal line of credits. Our hands are full and even though were going in the right direction, it is only a first step to come up with dimensions. I am in charge of everything here and I would like to avoid losing my head over these debates. Lets vote. Who agrees with the dimensions suggested by Sabine?Silence took over the room. Who will support the dimensions outlined by Andreas? The vote was suddenly interrupted by a cellular phone ringing in the tone of an alarm system. Sorry, drear about that, apologized the Chinese trainee, who was no endless writing the meeting minutes, but or else trying to control his cell phone. Koch pretend There you go It is official and we agree. I hereby announce that the job requirements for the selection of managers be assessed on six dimensions planning/organizing, initiative, adaptability, conflict management, decision-making/goal-orientation, and leadership.These dimensions will be used for managers in all departments (e. g. sales and marketing, purchasing, supply chain management, finance, and accounting) and all locations (e. g. Hong Kong, Kuala Lumpur, Bangkok, Jakarta, Melbourne, Sydney and Shanghai). We will also incorporate vocational competencies. All recorders please write down that statement. Eventually Goldmann, the German intern, remarked with satisfaction that she could finally ground level with her knob It appears to me that the definition of the job requirements should not be don e separately from the new personnel selection system module definitions.I learned in university to define certain requirements for module X and the requirements that will then be tested in some other module Y. Everybody in the room was move at this, and even Weitmann and Mueller complimented Goldmann for her intimation. Yes, this is a very advanced proposition, indeed, Weitmann said. Mueller, who saw his chance to get back to the subject field, added, We should continue with a systematic approach. Lets decide on the modules, and then we can substantiate the job requirements per module. Sabine, surely you will agree with me on this. After the long-lasting debate, which lock in wasnt very productive, Koch was now only quest the discussion half-heartedly. Similarly, the Chinese trainee was on the bourne of falling into a deep trance. Koch fixed he would no longer throw in on the discussions, Now I am just going to sit in on this meeting, he thought to himself. These people are beating around the bush and are trying to profile themselves at my cost. I am under Mr. Koenigs pressure, being spied on by the headquarters staff employees, in a urban center that is salve strange to me, and without any try for for improvement.With a loud voice he blurted out, What shall it be, and everybody in the room looked at him in an alienated fashion. Is everything OK? the German intern Goldmann, who found this behaviour extremely strange, asked with worry. She remembered an introductory course of clinical psychology and believed that this behaviour could be an indication of a pathologic disorder. However, Koch replied, Yes, of course, everything is perfectly fine, which temporarily reassured Goldmann.It was now Kochs intention to fulfill his leading part by trying to activate his team members to move on to the next important issue the definition of the modules and the job requirements for each module. Dai Wei responded, We have been working on this question for a very long time, and after(prenominal) several modifications and discussions, we finally agreed. We think as a team that a multinational Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 9 9B07C041 Yes, Dai Wei, replied Yue Yu, who was always intent to mention harmony. Weitmann, who was still a bit pixilated because her suggestion regarding the competencies was rejected, stated Dai Wei, you forgot an important module. When I attended an international conference in Philadelphia, I had the fortune to meet an internationally-known scientist. Like me, the professor considers it essential to use standardised testing procedures. The professor has shown empirical try that validity of personnel selection increases if psychometric testing procedures are used in addition to other modules.For that reason, I sanction for intelligence tests and temper tests to be added to the personn el selection system. We have discussed this before and my suggestion was received positively. Replied Mueller Sabine, your test knowledge is impressive, but unfortunately such procedures will lead us into a dead-end street. As you know, standardized tests have several disadvantages. They are not generally highly accepted and cultural problems exist. Are you aware of any intelligence or personality tests that can be applied equally worldwide and for which there are test abstractive indices obtainable?Weitmann, getting worked up about the topic, responded, Well, these are minor problems, and if we need to we can ask our interns, trainees or HR assistants to develop such standardized tests. Or we could assign an external consulting firm to the task. Carter, who in the retardation was scrolling through her voluminous labour law book, jumped into the conversation I dont think we should debate this issue any further. We have already decided several weeks ago to include testing procedu res in the selection process. notwithstanding to be sure, I will confirm that the testing procedures co-occur with the labour laws.We should now concentrate on how the individual modules will look and what skills should be covered in which module. That is a good suggestion, agreed Dai Wei. Increasingly gripped by this trend-setting suggestion, Mueller now cleared his throat and offered to summarize the contents of the modules After due consideration, we have come to the conclusion that the first step of this multinational personnel selection system will be conducted in a equivalent manner at all Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. election system for APAC should be two-tiered. The first tier consists of three modules a viewing of the candidates application documents, a telephone conference with the applicants that should be conducted in an uncrystallised manner, and the obtaining of three references from former employers. Unlike the current procedures, references should not only be used to verify past employment and the duration of employment, but also include a statement regarding the candidates personality. iv modules will follow in the present moment tier.Specifically, a circuit board interview, a biography-oriented in-depth interview, a bastard group utilization, and testing procedures. Does everybody still agree on these modules and the two-tiered system? Page 10 9B07C041 Koch stepped in, Thanks, Andreas for your summary. Dai, could you please illustrate the flash tier modules in an equally precise fashion? I will try, winning a deep breather, Dai Wei said The siemens level of the selection process will consist of as already mentioned a table interview, a biography-oriented in-depth interview, a simulated group exercise, and a test.The purpose of the panel interview is to obtain detailed information about the candidate with re spect to the take skills Andreas just summarized. That means that the competencies will be evaluated in this module of the selection process. The panel interview is a standardized exercise based on the critical-incident-technique. The candidate describes one critical situation and his or her behaviour in each situation for each of the six job requirements. Instructions and questions for the candidates have already been prepared.I will give you an example for the dimension planning/organization. The instructions will read An efficient manager has to be capable of organizing his or her agenda well in order to render specific goals. This includes, but is not limited to, prioritizing competing tasks well and delegating tasks to other employees in a timely fashion. Discuss a time last year when you had to keep a tight and challenging schedule. in addition include methods you usually apply for time management. This introductory instruction will be followed by five open-ended question s that have to be answered by each candidate. An example for the dimension planning/organization is as follows Think about an event in which you showed previously discussed skills. Explain the circumstances. Describe simply what you have done in order to manage this situation. What was the outcome? Who will be able to verify what you have draw here? The candidate will receive similar questions for the rest five dimensions. Each candidate will be attached an hour to prepare his or her answers.Afterwards, they will be given 30 minutes to present the results, with panel members given the opportunity for queries. Each candidate will then receive a score for each dimension (e. g. 5 being outstanding, 3 being acceptable, and 1 being unacceptable). The wads will then be Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. locations. Module one, a viewing of the candidates application docu ments, shall be conducted by applying the 6-eye-method. That is, three persons will be analyzing the applicants documents regarding his or her suitability for the targeted position. The result of this summary is a preliminary selection of candidates. mortal telephone conferences with the remaining candidates will follow. The conferences will be attended by the candidate and two members of our team the supervisor at the site in APAC and one person from the German headquarters. The conference shall be conducted in an unstructured manner with everyone having the opportunity to ask the candidate questions.The goal of the conference will be to verify the candidates suitability for the position, his or her motivation for the position, and to obtain a general, overall impression of the candidate. If a consensus is reached that the candidate is suitable for the considered position three references from former employers or colleagues will next be obtained. As you all know, the reference sy stem has paid off well in Europe, especially because it enabled us to range all those cheaters and impostors. This will likely be doable in Asia as well.In the case that the references are predominantly positive, the first level of the selection process is completed. Subsequently, the candidate will have to pass the modules of the second tier. Dai Wei, would you like to illustrate the modules of the second tier in detail? Page 11 9B07C041 Lets move forward to the second module in the second tier the in-depth biography-oriented interview. Dai Wei continued At this portray we verify a candidates strengths and weaknesses, but the primary objective is to gain insights into the candidates private and professional past.The in-depth biography-oriented interview shall be conducted by a psychologist. We are especially interested in the candidates expectations, how parents and other family members have influenced him or her, how cultural background affects his or her decisions, and possibl e untreated conflicts the candidate may have to wait. The interview shall not be oriented towards job requirements, but instead consider the candidates complete life span and be of a general nature. Following this in-depth biography-oriented interview, a psychological opinion shall be furnished.This opinion will be filed in our documents, without the candidate having the right to view it. It is important that the interviewer and the candidate have the same cultural background in order to prevent any possible misunderstanding during the interview (e. g. a candidate for a position in China shall be interviewed by a Chinese psychologist). Although this requirement may create additional expenses, we find it justifiable and needed to stop an accurate expert opinion on the candidates qualifications is obtained. Dr. Koch, Dai Wei said, What do you think about this approach? I am not quite sure at the moment, Koch responded, I think it is very likely that a few of the suggestions just are not feasible given the high costs involved. For now, I am not able to say anything definite. We will have to wait. Exhausted by the long-lasting discussions, it was become more and more difficult for Koch to stay focused and absorb the arguments. He discover that Yue Yu had not spoken out on anything, including the rivalry between Weitmann and Mueller Koch was convinced, as he could see in many different situations that a leader should stay out of these issues. One could not change things anyway. Change, it cover Kochs mind, Can one change a situation, in ones life? No, people never change. incomplete do circumstances in life. You get thrown in and there is no way out, and it would be a forlorn undertaking to try it. Koch tried to take control over the situation again Well, lets move on to the two last modules of the selection system. Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04 /30/13. summarized, forming the basis for the decision as to the panels level of recommendation.We discussed for a long time whether we should inform the candidates in advance about the dimensions (e. g. the subject matter of each). In order to guarantee transparency for the candidate, we decided to inform them of all dimensions a priori. It is our hope that this will increase a candidates acceptance and understanding of the modules purpose. Furthermore, we discussed whether the critical incidents should be presented in incline, or whether they should also be for sale in other languages. We discussed the pros and cons thoroughly. From my own experience, it is difficult at times to communicate to someone in a second language.We decided it would be best to give the candidates the option of answering the questions in their language of choice. The instructions and questions will therefore be translated by professional translators from English into the particular language. In order t o guarantee accuracy in the adaptation, the instructions and questions will be translated into English again (i. e. the back translation technique). Although this extra translation step may appear as more work, it is warranted to ensure the translation is indeed reflective of its original content.These extra expenses can offer a awed advantage, especially for the Shanghai location. We are certain that we can effectively cover germane(predicate) dimensions that are cross-culturally important with this method. A separate pre-test is not designated. Page 12 9B07C041 Sabine, please explain modules three and four. How do they look? What competencies do they include? Are there any culture-specific adaptations that need to be bandt with? Weitmann eagerly began to inform her colleagues about the modules I can certainly do that.We are looking at a simulated group exercise and the adoption of standardized test procedures. The group exercise has been integrated in order to acquire typical dimensions, which are usually diagnosed in assessment centres, in a similar way. The assignment of an assessment centre for one or two days and the culture-specific adaptations would mean increased expenses. For these reasons, we have excluded this option, and alternatively will be victimization simulated group discussions. The candidate and three professional aim players will infix in the leaderless group discussions. The role layers have to complete a two-day-long training session, after which they will receive an internal enfranchisement stating that they can act as professional role players. Prior to the group discussions, the role players will receive specific instructions containing standardized roles. The role players include the gets advocate, whose task is to contradict the candidates opinion, the supporter, who is always on the candidates side, and the viewless one, who does not participate in the argument, but who will give notice opinions that dont have anything to do with the topic at all.Prior to the discussion, each participant will be informed about the topic. The chosen topic should deal with issues that contribute to the development of the employees in their own department. The topic shall be identical APAC-wide. We have deliberately chosen a topic away from specific skills in order to allow each candidate equal chances for the completion of this task. Naturally, candidates with strong leadership skills will have advantages over those who have only been in a leading position for a short time.The candidate will not be informed that the discussants are role players with specific assignments. The dimensions that will be evaluated in the group discussions include communication, cooperation, stress tolerance/resilience, assertiveness, and ambiguity tolerance. The roles and individual instructions will only be available in English in order to standardize the exercises cross-nationally. The group discussions shall also be carried out in Englis h. The candidate will be given 15 minutes to prepare for the discussion after the topic has been revealed.The whole discussion will be video-taped. This recording will then be made available to three strong-minded observers, who will nonesuchly come from different countries. It is their task to observe the candidates behaviour during the discussion, and to assess the candidates behaviour with respect to all relevant dimensions and in compliance to the behavioural scale available to the observers. Additionally, each observer has the opportunity to write down his observations qualitatively.The observations of all observers will then be collected and statistically converted into a final score for each candidate. It is important to mention that every observer, who can be recruited from any hierarchical level, must pass an observer training course that teaches the basics of behavioural observation, the meaning and importance of such exercises, the dimensions, behavioural indicators for each dimension, as well as the role players assignments of their specific roles. That concludes all the information we have gathered on the simulated group discussion.Goldmann, interrupted Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 13 9B07C041 I dont want to be rude, but isnt it important to take the candidates perspective into consideration, as well? I mean, if the candidate has no clue about the situation in which he or she is in, he or she deserves clarification as well as extensive feedback once the group discussion is completed. I think that extensive feedback, in both oral and written form, must absolutely follow the module. It is nice that you think that, Mueller countered Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. But unfortunately nobody cares about the cand idates perspective. We are interested in choosing the right person, certainly not in satisfying the applicants. What horseplay these never-ending discussions on fairness and acceptance. Reality differs significantly from the ideal procedures we are taught in university, my dear.It is authentically discomfort the kind of stuff that is being taught at our renowned universities, and most likely by professors that have not seen much outside of their institutes, let alone in a company. Goldmann, who only wanted to contribute with a suggestion, was obviously upset about the comment. She could still hold back her tears as she marched out of the conference room. The Chinese trainee followed her with the intention of calming her down, losing the handouts he had prepared for the meeting and that he was alleged(a) to distribute beforehand.Finally, Yue Yu ran out of the room and into the female washroom, where she found Goldmann looking miserable, in tears and close to a nervous breakdown. Dr. Koch, Carter, who saw herself responsible to face her judicial knowledge, advised I think that this argument has merit to it. Candidate feedback is important. Just imagine the consequences and damaging results of not providing feedback. Feedback should not be underestimated. I am particularly thought process about rejected candidates. ComInTec cannot afford these kinds of mistakes. Koch agreed only partly and replied Mrs.Carter, now you have subscribed to this view, too. Do you have any precedent? As you know, all candidates receive feedback in writing regarding their overall impression. As you should know further, this feedback does not cover any specific dimension or module, but it offers a very good general conclusion. Should candidates be interested in the impression they made, they simply need to read the report. That should be sufficient. I do not agree that we should focus on sulfurous feedback, or would you like to conduct all of those conversations yourself, Mrs. C arter?Now the psychologist jumped into the discussion, acting as a mediator. She pointed out the following The question regarding the feedback should not be our priority. We still need to discuss module four. I am talking about the testing procedures that have to be included in the selection system. As I have mentioned before, it is essential to use psychometric testing procedures. Insofar, module four consists of an intelligence test and a personality test that every candidate has to complete. That gives us indicators for general intelligence as well as for the big five. The specific test procedures will be used still have to be undertake for each country of course. But I am convinced that we will be able to manage that. Page 14 9B07C041 With the Goldmann still in the bathroom crying, there was only one recorder left, which resulted in much of the meeting no longer being documented. Dai Wei, who had returned to the meeting and was trained in presentation techniques, felt obligated to conclude the points that were most important with the use of a passing chart If I may conclude, we have decided that the ersonnel selection system consists of two tiers that include several modules. We have specified these modules in content and procedures. Hence, we have achieved the first step of our meeting. We intended furthermore to finalise the adaptations for each target country and how to implement those modules. We need to next reach a consensus on the second and third goal of this meeting. Koch commented Dai Wei, what are you thinking? It is already 130 p. m. and that means that the time for our meeting is more than up. We wont be able to decide on the remaining points today.I expect that the recorders will make a flawless and written report available by 900 Wednesday morning. enrapture pass this on to Sarah and Yue Yu. This will give me time to review all the meeting minutes and finalize any receptive issues. You should expect a final re-create of the resolutions on the multinational selection system to be available by Friday at 9 a. m. With respect to the issues that were not intractable today, I will make the decisions myself and include them in the report. This resolution shall also deal with the questions that we could not look into, due to the lack of time today.I dont care how you will do it just do it. Thank you for your attendance at this meeting, Dai Wei, Sabine, Mrs. Carter, Andreas, and honourable sir of staff. With these words, Koch terminated the meeting. Due to the lengthy meeting, there was no lunch break. This particularly bothered the Chinese team members, but it was not voiced. Koch believed that Asians set a high value on lunch breaks because they highly value food and money. Unfortunately, Koch could not be bothered to worry about it according to him, food and money were the lower motivators on the Maslow Pyramid of needs.He muttered under his breath Those Asians, its always just about food, money, and shopping, and they are continuously on the phone what do they have to tell each other all the time? How often do I see them let out at each other in Chinese, hard and ruthlessly, whereas they always show me a smile? You never know what they really think, and when I ask them they tell me something positive anyways. Negative remarks in front of the emboss are obviously a big taboo, and the word no does not seem to exist in their vocabulary.Right after the meeting, Koch went straight to his office and did not come out again for the rest of the afternoon. Koch received the meeting minutes on Wednesday and wrote his final report for Koenig. Koch later received a short notice sent by Koenig via e-mail on Friday afternoon. Koenig informed him that important basic conditions and necessary adaptations had not been taken into consideration sufficiently in the new multinational personnel selection system therefore, he had handed the case over to global headquarters.In addition, the e-mail stated that the re would be staff-related consequences for his department in Hong Kong. In response, Koch sat down to write a long letter to Koenigs attention. Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 15 9B07C041 Exhibit 1 DIMENSIONS AND INDICATORS OF CULTURAL DIFFERENCES (HOFSTEDE) Power Distance Degree to which party members accept an unequal distribution of power.Characteristics of large power distance Inequalities among people are expected and desired. Less powerful people should numerate on the more powerful swaggering values Organizational hierarchy reflects dissimilarity between higher-ups and lower-downs Centralization is habitual Subordinates expect to be told what to do Wide salary range between top and stool of organization The ideal boss is a benevolent autocrat or good father Privileges and status symbols are popular Uncertainty Avoidance Degree to which society membe rs feel uncomfortable by enigmatical or unknown situations.Characteristics of strong indecision avoidance Uncertainty is felt as threat, feeling of anxiety Fear of double situations What is different, is dangerous Suppression of deviant ideas rampart to innovation Motivation by valueive cover Masculinity/Femininity Masculinity pertains to societies in which social sex roles are clearly distinct (i. e. men are alleged(a) to be assertive, concentrated, and focused on material success whereas women are supposed to be more modest, nettlesome and concerned with the theatrical role of life) femininity pertains to societies in which social gender roles overlap (i. e. both men and women are supposed to be modest, ender, and concerned with the quality of life). (pp. 82-83). Characteristics of masculine societies Dominant values are material objects and success Money and things are important Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GB US 843 Strategic HR Management, from 01/07/13 to 04/30/13. men are supposed to be assertive, ambitious, and tough Women are supposed to be rude(a) and take care of kins Girls cry, boys dont Live in order to work Stress on equity, competition among colleagues, and procedure settlement of conflicts by fighting them outPage 16 9B07C041 Exhibit 1 (continued) Characteristics of feminine societies Dominant values are caring for others and maintenance of descents People and doting relationships are important Men and women are both supposed to be tender and take care of relationships Work in order to live Stress on equality, solidarity and quality of work life Resolution of conflicts by compromise and negotiation individualization/Collectivism Individualism pertains to societies in which the ties between individuals are loose everyone is expected to look after himself or herself and his or her immediate family.Collectivism as its opposite pertains to societies in which people from b irth on are integrated into strong, cohesive ingroups, which throughout peoples lifetime continue to protect them in exchange for unquestioning loyality. (p. 51).Characteristics of single societies Individual interests prevail over embodied interests individuation is based on the individual Employer-employee relationship is a contract that is supposed to be based on unwashed advantages Hiring and promotion decisions are supposed to be based on skills and rules only Management is management of individuals Task prevails over relationship Characterisitcs of collectivist societies Loyalty for the ingroup (family) Identity is based on the social earnings to which one elongs Harmony should always be maintained and direct confrontations should be avoided Employer-employee relationship is perceived in moral terms, like a family link Hiring and promotion decisions take employees ingroups into account Management is management of groups race prevails over task Source Geert Hofstede, Cult ures and Organizations software system of the Mind, London, 1991.Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 17 9B07C041 Exhibit 2 ASPECTS OF CULTURAL DIFFERENCES ANGLO VERSUS Asian Asian Collectivism related self Group identity, group achievement & rewards, group loyalty, guanxi High power distance (hierarchy) impression power distance (equality) Work parcelling based on competence, alternatively jump on/seniority is King Formal interactions than age Do without asking Partnership is back up Empowerment regarded as a threat Informal interactions Empowerment is the key to festering Control Harmony Individuals take control Be in harmony with others rather than show Free expressions initiative or take charge Disagreements and differences are not a threat Emphasis on politeness, respect and emotional restraint release maintains harmony equality upsets harmo ny blue Religious/spiritual Keep your righteousness to yourself In Moslem countries, workplace, ethics, codes of behavior and get hold are guided by Muslim religious teachings Time off during working hours for prayers for Muslims Circular thinking (high context) Linear thinking (low context) Circling around the topic Speech and argument patterns are linear Colorful and flowery language in India Ideas backed by explanations and examples Concise Hate waffling Shame/ relapse Face Guilt Governed by own conscience and internal What will others say? Group pressure to maintain group reputation sense of right and wrong Give face dont question your leader Lose face look bad when publicly challenged besides face dont own up your own mistakes Gain face look good when praised in public Thick face no shame, dont care Show face manager visits your home Got face speech, behavior, fleece reflect status in a family, business, or community Anglo Individualism separa ted self Unique, personal space, goals, achievements Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13.