Money and banking Essay Example | Topics and Well Written Essays - 500 words

Money and banking - Essay Example The Central Bank can grant overnight credit on a regular basis through a standing liquidity facility to banks and non-bank institutions in the financial system as part of its functions. This automatic provision of liquidity provides assurance to all participants in the system that they will be able to cover provisional shortfalls in settlement balances. The Central Bank provides emergency lending assistance to various deposit-taking institutions that are deemed solvent and which require additional credit. This assistance is given to institutions which have a significant share of their liabilities as deposits and hold assets that are illiquid. In an economic crisis where the Governor of a country’s Central Bank believes that there is a severe stress on a financial system, he can allow the Bank to be a supplier of liquidity by purchasing securities issued by local and foreign entities. The Central Bank makes this move to maintain financial stability. (Sharma, 2003) The loans gra nted by the Central Bank are made on a secured basis. The collateral eligible to secure credit from the Bank refers to highly liquid assets such as government securities. New issues may impact on the lender of last (LLR) resort role. One issue is with respect to the expansion of the types of institutions eligible to become members of the financial system and able to participate directly in the payments system. A second issue is the international linkages created with the entry of foreign bank branches into the country. The third issue is the greater sensitivity to the potential need by local institution for foreign currency liquidity changes in the supervisory framework. The fourth isssue is to craft a lender of last resort regime in a globalized banking environment as a way to promote financial stability. The lender of last resort (LLR) facility cannot be handled by the financial banks of the private

Henry David Thoreau Civil Disobedience Research Paper - 1

Henry David Thoreau Civil Disobedience - Research Paper Example In addition to that, the slavery which caused intense issues in England motivated Thoreau to write this article. After seeing and experiencing the intolerable environment, Thoreau first gave a speech in 1848. This speech later took form of an essay and then was known as the â€Å"Civil Disobedience†. According to Thoreau, a man’s own opinion matters a lot and is in no way derogatory to the political decision. If a political decision is taken for the mankind, a man’s own decision is also very important for himself and his loved ones. So it is wrong to nullify that personal decision in order to bring their (governments’) own perspective. As Thoreau says: â€Å"[i]t is not desirable to cultivate a respect for the law, so much as for the right. The only obligation which I have a right to assume is to do at any time what I think right... Law never made men a whit more just; and, by means of their respect for it, even the well-disposed are daily made the agents of injustice† (Thoreau). Thoreau goes on to say that an individual should not be tagged as a traitor or rebel only because he disagrees with the government’s point of view because he has the right to have his own opinion and to practice his own beliefs. Thoreau’s writing style, when it comes to this essay, is quite blunt and straightforward. Moreover considering the political upheaval of that time, the American Mexican War and the issue of slavery, writing this essay was a gigantic and a bold step. In his essay, Thoreau also gives references to the Massachusetts environment and writes: â€Å"who (people of Massachusetts) are more interested in commerce and agriculture than they are in humanity, and are not prepared to do justice to the slave and to Mexico,  cost what it may... There are thousands who are in opinion opposed to slavery and to the war, who yet in effect do nothing to put an end to them† (Thoreau). Thoreau shares his opinion about the

Picassos Background And Life Experiences Essay Example for Free

Picassos Background And Life Experiences Essay Picasso was arguably the most influential artist of the twentieth century. He had some degree of influence in all styles of painting which were used during his time, and was known and respected by almost every art enthusiast on the face of the planet. Pablo Picasso, born Pablo Ruiz Picasso, came into the world on the 25th of October 1881 in the southern Spanish town of Malaga. Pablo was an artist from early in his life he was a child prodigy. He began his career as a classical painter. He painted things such as portraits and landscapes. But this style didnt satisfy Picasso, he was a free man and wanted to express himself and ultimately leave a lasting mark on art, as we know it. Picasso turned his attention to cubes. He invented Cubism a radical art form that used harsh lines and corners to display a picture instead of the usual soft curves. Picasso won a lot of fame for his Cubist paintings, but was criticized for it also. He designed and painted the drop curtain and some giant cubist figures for a ballet in 1917. When the audience saw the huge distorted images on stage, they were angry, they thought the ballet was a joke at their expense. Cubism lived on despite this. Other artists mimicked Picassos Cubism, and it took hold. Picasso had only just begun his one-man art revolution. In the late 1920s, Picasso fixed himself upon an even more revolutionary art form Surrealism. Surrealism emphasized the role of the unconscious mind in creative activity. Surrealists aimed at creating art from dream, visions, and irrational impulses. Their paintings shocked the world particularly Picassos it was unlike anything anyone had ever seen before. He took advantage of this fact and also the fact that he was extremely famous, to make a few political statements, statements that would go down in history. 1936 saw the outbreak of the Spanish Civil War. Fascist revolutionaries, led by Francisco Franco took hold of Spain and imposed a fascist dictatorship upon the country. Due to poor economic control and disregard for the people on the part of the Fascists, the country went through hell. The unemployment rate was phenomenal. The majority of the population were peasants and lived in appalling conditions. Impoverished gangs scavenged in fields and rubbish heaps for anything they could find. A vast horde of ragged, jobless people  wandered around from town to town. On top of this the Fascists operated as a police state and therefore anyone who opposed it would be executed. This incident sparked the most important time in Picassos life. On April 26 1937, Nazi German bombers flying under orders from General Francisco Franco, laid waste to the town of Guernica, in the Basque part of Spain, killing many innocent civilians. The bombing of Guernica was an extremely cruel example to the rest o f Spain of what would happen if the Republican resistance continued. This action prompted Picasso to paint Guernica; some say his greatest masterpiece ever. It shows the suffering and destruction of the town, as well as Picassos own horror and outrage at what happened. The painting depicts death and carnage on a large scale. A grief stricken mother is holding her dead child, a woman is burning, a severed arm holding a broken spear is lying next to a dead man and a horse, which represents the people, has been speared through the heart and is in agony. The bull stands alone, above everything else. The painting shook not only the art world but also the political world. Guernica is Picassos major political expression of all his paintings. Even though it is a single painting, it did so much. And even though it is painted using expressionism, it is still so powerful and it made people realize what was going on in Spain and struck up sympathy for the Spanish people, and hatred for the fascists. Even though Picasso only aimed to express his own horror, outrage, suffering and sorrow of the Spanish people. By unleashing Guernica on the world, Picasso achieved more than he set out to do. Guernica struck up mixed emotions. The Nazis thought of his work as degenerate art not only did it defy the rules of painting; his artwork was anti-Fascist and therefore anti-Nazi. On the other hand, the British, Americans, French etc. loved his work because it expressed, as nothing else could, the horrors and atrocities of Fascism. When Nazi occupation of Paris came, Picassos work was prohibited from public exhibition. Picasso then took on a new role. He refused to leave Paris while the Nazis were there his fame protected him. But Picassos refusal to co-operate with the Germans also made him, as a person, a symbol of freedom, of the unvanquished spirit After the war however, Picassos work was not  met entirely with open arms. In Paris, those still influenced by Nazi propaganda, violently protested against Picasso. But this wore off and Picasso went down in history as not only one of the greatest artists ever, but also a hero, and a figure of defiance against Fascism. Works Cited Page  ·Pablo Picasso: The Early Years. E-Library Article Preview. http://ask.elibrary.com  ·Picasso and Braque : pioneering cubism : [exhibition] Museum of Modern Art, New York, September 24, 1989-January 16, 1990.  ·The Artist and the Camera : Degas to Picasso, by Kosinski, Dorothy M.

Pattern of Multinational Corporation based on cultural difference

Pattern of Multinational Corporation based on cultural difference With the development of economical globalization, the internationaloperation has become an important trend of development for enterprises.Multinational corporations are playing more and more important roles in theworld economy. While getting the big world market, they have to be facing morecomplex internal and external management environments. The cultural differenceis a noticeable influence factor. With more practice of management, moremanagers and scholars began to pay attention to this problem and do a lot ofresearches. How to reduce the adverse influence of culture difference inmultinational corporations human resource management (HRM) has become afocus in the field of trans-culture management. Subsidiaries and joint ventures in foreign countries are primary vehicles to market products internationally and to take advantage of the manufacturing capabilities of other countries (Li and Scullion 2006). Providing with the competitive labor cost and abundant resources, China now is the ideal manufacturing powerhouse where foreign investments have been booming up over the past decade. However, if there are major gains to be made, there are also risks. One of these is the management of human resources (Sergeant  and Frenkel 1998). Challenged by mainly the culture differences, managing the Chinese employees is never an easy task for a foreign manager. The high rate of turnover has been a substantial problem in managing Chinese employees in joint ventures in the Peoples Republic of China (Beamer, 1998). Many of the foreign executives still hold the concept that Chinese employees are eager to work for foreign companies in order to learn those advanced management knowledge and so on, and simply believe that the employees commitment is driven by such attitude. And therefore behave like evangelists on a mission to convert Chinese people to Western business practices (Jean 2009). However, as mentioned by Courtois (2009), the expectations and characterizations of Chinese nationals are shifting. Mentioned by Gross (2007) as well, most importantly, there is the need to ensure that differences in local practices and management are ironed out. At the very least, such differences should be understood and respected.  In another word, it is crucial that foreign managers shall understand the importance of learning how culture difference could be a key issue when managing Chinese employees and therefore make sure that they have the right attitude on managing Chinese employees before they start it. Cross-cultural researchers have argued for the need to develop frameworks that can help people from different cultures overcome obstacles to work together productively (Bond 2003). Some of the typical Chinese culture which are easily to be involved in work must be fully understood and foreign executives shall be aware of how to play with these culture differences so that enable themselves to manage people in an effective way. Such management which is based upon learning the culture and behavior of Chinese employee will help the company to form a stable and efficient HRM method in the long run. With increasing of the practical experience gained by foreign executives, more and more typical work related Chinese culture has been familiarized by western countries. Such as face and guanxi, were once and maybe still are the hard culture concepts for foreign executives to deal with when managing Chinese employees. Another challenging issue foreign managers have to face is that there is no such mature HRM knowledge in China. In earlier time, Child (1994) pointed out HRM is absent in Chinese companies while recently Li et al. (2007) mentioned that in China, HRM policy and practice are in a state of flux. Therefore, this has made it difficult for foreign managers to introduce their preferred approach in joint ventures (Sergeant  and Frenkel 1998). Literature Review Human resources management theory Human resources management functions Human resource management (HRM) is a function in an organisation wherein it focuses on employee-related activities. In other words, it deals with the management of, recruitment of and providing direction for the people who work in the organisation. It is usually involved with issues that are related to people. Among these is the process of hiring, organisation development, compensation, wellness, employee motivation, administration, performance management, safety, training, communication and the benefits . Similarly, Ledge (2005) states that human resource management is the management of a workforce and it can be both an academic theory and business practice. In addition, According to Lipiec (2001), human resource management is the process of coordinating an organisations human resources, or employees, to meet organisational goals. Human resource professionals deal with such areas as employee recruitment and selection, performance evaluation, compensation and benefits, professional d evelopment, safety and health, forecasting, and labour relations. Price (2004) defines human resource management as a belief of people management on the idea that human resources are significant factors in maintaining the success of a business. He discussed that a company obtains a competitive advantage by practicing an efficient usage of its personnel, using their expertise and creativity to reach the organisations purposes. Moreover, human resource management (HRM) seeks to employ capable, flexible and committed personnel. In contradiction, Bach (2005) stated that HRM is unitarist, the interests of employees and other stakeholders are marginalised, there is a great importance on the individual firm that is channeled on each employee, there is a logical playing down of external and collective issues. Some of the challenges today in human resource management are maintaining a diverse workforce, dealing with major technological changes, keeping up with governmental regulations, handling corporate restructuring and downsising, and formulating strategies essential to personnel management . These challenges need to be addressed in order to render an effective management of human resources. It is said that the philosophy of human resource management is based on the simple belief that human resources are the most important asset in achieving and sustained business success. This realisation became the driving force behind the creation of human resource management resulting in organisations taking a strategic approach to the management of their people. The true worth of human resource management is becoming more widely understood as human resource management steadily interweaves all aspects of people management and development within the company . Thus, the HR has to gain knowledge of and become skilled at in the host country because the setting may be diametrically opposed to the home nation. Even on a more personal note, managers in HR have a lot to do with the employees in the company. Especially in a foreign country, the manager should be aware of the local practices and traditions if there are any. The fringe benefits the company offers may have to be adjusted in rela tion to what the host country deems acceptable. Considering all these responsibilities and the ramifications involved if there is no proper implementation, the position as HR manager should be handled by one who has relevant qualifications and experience.Although the knowledge may be gained and experience earned, it is necessary primarily because the tasks involved calls for managerial functions. They may not be very necessary if the need is for HR staff. As a member of the staff, there will be a lot of information to be gleaned and eventually, imbued. However, as the position specifically requires managerial functions, so should there be expertise in the field.HRM should not be underestimated. Efficient management is no mean feat, especially in a foreign setting like in host countries where there are a myriad of differences in the social, cultural, political, economic and ethical aspects. Overall, it can be said that the human resource management is not just about the functional responsibility of a company. More so, there is a need for managers to participate in the practices of the human resources in a daily basis. In other words, the human resource management is not just a mere department of the company but it entails the active participation of the head of the company such as the manager (Human Resource Management, 2007). we adopt a holistic perspective in considering the impact of the countrys environment as well as the multinational corporations (MNCs) strategy on human resource (HR) practices. More importantly, we argue that within MNCs human resource management (HRM) is playing a central role in the process of balancing local and global forces. HR can be critical in helping MNCs deal with local differences while also helping the company implement practices that are critical for its global strategy. Specifically, we argue that HR plays a key role in developing s ocial capital, which may provide the necessary substitutes for formal control that would otherwise be neglected. Our contribution lies primarily in outlining how this new role of creating human capital confers on HR the task of filtering mission-critical practices through a localization mesh that ensures success. In addition, given the importance of social capital as an informal mechanism that allows MNCs to coordinate and integrate activities, we suggest ways in which an MNC can build social capital within the context of the Latin American pan-regional cultural values. 2.3 International Human Resource Management International human resource management or IHRM is about the management of people in the international environment. By international, IHRM implies that it involves the intersection of multiple fields in the management. For instance, it includes the human resource management as well as international management. Through the phenomenon of international human resource management, one is able to gain a broader meaning and understanding of the traditional HRM (Academy of Management Human Resource Division, 2004). Many expatriate human resource (HR) policies, particularly in the area of compensation, remain rooted in the past because they continue to favor the expatriate over local staff and do not take into account the increasing qualifications and aspirations of these local employees. Inequitable treatment leads to low commitment and poor work performance among local staff. More importantly, inequitable treatment creates tension between local and expatriate employees and causes the local staff to be less willing to be cooperative or supportive of the expatriates with whom they have to work. Without local support, expatriates may experience greater difficulty adjusting to their new jobs and the new environment, which is a contributing factor in the failure of expatriates. It is critical that multinational companies are aware that some existing HR practices have potentially unintended negative consequences and that neglecting the impact of these practices on local employees hurts the effectiveness of the organization as well as the ability of expatriates to succeed in their assignment. According to Briscoe and Schuler (2004), there is an increasing need to discuss the issue on international human resource management because the conduct of business is increasingly international in scope and managing human resources is critical to the successful conduct of global business. With the emerging trends such as globalisation and modernisation, the process of international human resource management is greatly affected. Particularly, the changes incurred by international human resource management have been greatly shaped by these trends. Through globalisation, there is a perceived disappearance of the national or geographic boundaries. The conduct of business activities from one country to another has become highly possible through the globalisation process. And with the aid of modernisation, the conduct of business affairs or activities has become faster and more convenient. Budhwar and Debrah (2001) provide various factors that paved the way for the increased need in human resource management by business organisations. According to them, human resource management is all the more important because of the increasing levels of globalisation as well as internationalisation of business, the growth of new markets (such as in Africa, Eastern Europe, China, India, South-East Asia and Latin America), the growth of new international business blocs (such as NAFTA, the European Union, ASEAN) and an increased level of competition among firms at both national and international level. And so, it seems to be that the world develops to become a global business village, thereby increasing the need to know the ways in which managers in various parts of the world cope with the problems and issues that are related to the management of human resources. This study aims to get a clearer picture of why multinational companies (MNCs) send out expatriates. It identifies three organizational functions of international transfers: position filling, management development and coordination and control. Based on an empirical study with results from 212 subsidiaries of MNCs from nine different home countries, located in 22 different host countries, it shows that the importance that is attached to these functions differs between subsidiaries in MNCs from different home countries, between subsidiaries in different host regions and in addition varies with the level of cultural difference. Sees position filling as most important for subsidiaries of US and British MNCs and in the Latin American and Far Eastern regions. It argues that these differences might have important consequences for expatriate management. It sees management development as most important for subsidiaries of German, Swiss and Dutch MNCs and as tending to occur more in Anglo-Sax on countries than in the Far East. Indeed, the internationalisation of almost all business is evident on the prevalence of MNCs/MNEs (Multinational Corporations/Multinational Enterprises). And so, as the business organisations become more active in the international arena, the need for human resource management becomes more crucial. But as one tends to venture into the international business, there are more problems and issues that need to be addressed. And so, the globalisation of business presents the managers and the organisations more challenges and difficulties especially in the field of human resource management. This has been confirmed by Clark et al. (1999) by stating that while there is an increasing number of organisations that seek to operate in foreign markets, there is also an increasing challenge for the international management of human resources. Among the key three challenges to international HRM are marginality, parochialism and ethnocentrism. With this, it is essential to develop a better understanding of, and sensitivity to, the impact of different national settings on the management task. 2.4 Significance of Human Resource Management The need for human resource management by business organisations, especially the major ones, is crucial to its success. In fact, this aspect cannot be eliminated by organisations if they are to ensure an effective and successful conduct of business. This is because human resource management serves as an organisational function that realises the goals of the company. With the effective management of human resources, the company is also effective in the conduct of its activities or the delivering of its business. And so, it can be said the human resource management is integral to the success of every business organisations. Jahn (1999) considers the humans as the greatest assets of the organisation. Because without the humans, organisations will not be able to complete the everyday functions such as cash flow management, dealing with customers, communicating through all forms of media as well as making business transactions. Indeed, it is the humans and their potentials that drive the organisation. The human resource management ensures that employees are able to meet the goals of the organisations. In other words, HRM maximises the productivity of an organisation through the process of optimising the effectiveness of its employees. And in spite of the ever-increasing pace of change in the business world, this mandate on HRM is unlikely to change in any fundamental way. According to Encyclopedia of Small Business (2002), the basic mission human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Furthermore, the managing of international employees by multinational and domestic organisations is perceived to be important in the changing landscape of the business environment. In fact, there has been a fundamental change in the global thinking, as evident in the actions, of the organisations. With this, human resource management is important in realising the need for organisations to remain innovative in what may be contracting and rationalising markets or even markets that are being shaken up by new entrants and new competitive behavior. Meanwhile, the initiatives which are aimed at improving the financial, temporal as well as functional flexibility are introduced in order to address the need to deliver the radical cost improvements. And with the increasing flexibility, there is also the desire of the firms to change their employee and their sense of involvement (Brewster, Harris and Sparrow, 2004). Today, the true worth of employees among business firms is more widely expressed through human resource management. The idea that human resources are the most important asset in achieving and sustained business success becomes the driving force behind the creation of human resource management resulting in organisations taking a strategic approach to the management of their people. Since this conceptual realisation, human resource management has become increasingly influential in the fashions and implementations of corporate strategy. A review of the origin guides us in providing an adequate definition of strategic HRM. Management development as defined by Bromley as follows: A conscious and systematic process to control the development of managerial resources in the organization for the achievement for goals and strategies (Molander,C. (1986) Management Development. Bromley: Chartwell-Bratt) The traditional concept of workforce or succession planning (forecasting vacancies and/or new knowledge, skills, and abilities, identifying/cultivating in-house and outside talent pools) is more important than ever in a fast paced environment. (Robert Kreitner., 2001). The idea Human Resource Management (HRM) came from the U.S. in the 1980s because the companies in USA were developed at that time, because of this, the models of Strategic HRM were emerging. The strategic HRM pays its attention to the manpower planning. It focuses on the effective management of people. It views people as a source of competitive advantage. HRM i s a strategic way of developing, motivating and gaining the potential of both the people and the external resources. The combination of a globalized workforce with massive mobility is compelling organizations to work with growing numbers of people from different cultures, with different customs, values, beliefs, and practices. This article describes some of the factors HR managers and company leadership must account for to create global people policies and practices that reflect the common culture of the organization, yet adapt to local realities and business needs. Cases drawn from the authors consulting work with multinational business not only describe specific challenges faced by those firms, but also highlight the broader trends that all global companies need to understand and manage. As multinational corporations become increasingly central to the world economy, the need to attract and retain executives to manage these corporations gains in importance. For the multinational executive, the traditional business functions of marketing, finance, production and personnel must be synthesized with u nfamiliar political, economic and sociocultural systems. These unique dimensions of the multinational executives job require a reward/compensation system that considers these diverse variables. Through a detailed literature review and discussions with specialists in the field, thirteen factors were identified as being unique to the multinational executives job: (1) size of the company, (2) number of expatriates abroad, (3) industry characteristics, (4) relative inflation, (5) relative living costs, (6) cultural differences, (7) currency fluctuations, (8) relative buying power, (9) difficulty with communication systems, (10) freedom to act enjoyed by the executive, (11) key strategic and financial measures for which the executive is responsible, (12) exposure to different legal systems, and (13) working under different political systems. These factors were then presented (via questionnaires) to samples of international line executives and human resource management executives, who wer e asked to rate the desirability of using these variables in a compensation program for international executives. The similarities and differences of opinions contained in their responses were analyzed, and reasons for the differences were studied and documented. Finally, using statistical techniques, the researcher developed a set of decision-making systems that incorporated many of the traditional and nontraditional variables developed earlier in the research. Customer satisfaction has become a very important aspect of business management in the high technology market. Companies that provide products and services worldwide often are concerned that customer satisfaction may be impacted by cultural differences. This study examines measures of customer satisfaction in areas around the world to determine whether or not there is a difference in satisfaction scores provided by Help Desks. A sample of more than 11579 surveys from three large international companies in the computer and me dical electronics areas was used. The statistical results at a 5% confidence level indicate there is a difference in customer perception in Help Desk support between that provided to US customers than that provided to Thailand customers. The results clearly indicate that companies need to understand these differences in order to optimize the use of their resources and to adjust their service offerings to respond to their different customer needs and expectations. A growing body of research has challenged the commonly accepted view that multinationals have evolved into globally integrated networks, demonstrating instead that such organizations are sites of conflict between competing rationalities emerging from distinctive national institutional contexts. However, this research has neglected professional service firms (PSFs) in spite of them often being held as exemplars of the integrated network model. This article redresses this imbalance by focusing, in particular, on how PSFs seek to coordinate the horizontal flow of their human resources as a mechanism of inter-unit knowledge sharing. The purpose of this paper is to examine the effect of individual factors on the transfer of human resource management (HRM) knowledge in Chinese subsidiaries of multinational corporations, and to explore the relationships between individual factors and introduce the concept of joint effect-integrated capability. Based on the notion that certain factors can affect knowledge transfer (KT), Cindy ¼Ã‹â€ 2008 ¼Ã¢â‚¬ ° examines the effect of four factors, i.e. cultural difference and adaptability, language and communication, working relationship, and motivation and willingness, on the transfer of HRM knowledge. Data were collected through semi-structured interviews conducted between January and April 2004 and an exploratory data analysis was carried out with the assistance of Nvivo software. The study has found that Chinese HR managers have the ability of all four factors to fac ilitate the transfer of HRM knowledge. The findings further suggest that integrated capability-joint effect could be generated from the four factors and affect the transfer process jointly. When the capability is positive, it facilitates the transfer. Conversely, when the capability is negative, it impedes the transfer. The findings not only extend the understanding of the effect of single factor on KT, but also the interrelationship between individual factors, their joint effect-integrated capability and the transfer process. Existing research has concentrated on studying the effect of single factor on KT, knowledge management by and large. There is little research investigating the correlations between individual factors. He addresses this gap and introduces the concept of joint effect, integrated capability. So-called cross-culture human resource management, the enterprise is cross-cultural human resources management. Cross cultural enterprises, just as its name implies, it is to point to by from different cultural backgrounds and cross-cultural differences exist composed of staff. In cross-cultural in human resources management, enterprise or the company is due by the two countries or multinational companies in the host country composed of partnership and across the nation, the government and international business management of cross-cultural economic entity, so the cultural factors of influence multinational enterprise is comprehensive. Research method and methodology There are two research methods, that is ,qualitative and quantitative research methods. The former focuses on a descriptive method,the laster is to be gathered from the source are in descriptive form and thus may vary based on the source or the respondent. quantitative research method can be useful for the study if the focus is on driving towards a point or deriving a particular information based on the other information that were gathered. We try to combine both the qualitative and quantitative research method. 2.1qualitative and quantitative research While the research will be using statistical means for the interpretation of the data, descriptive assessment will also be combined to give the researcher more insight concerning the cultural adaptability of companies in the foreign market as well as issues regarding the human resource management of the corporations.so one of the most important approaches for this research is the semi structured interview which can provide abundant objective information and help me to gain insight into the related problems and phenomena. Interview can be more in-depth and can address more complex hypotheses and it is easier to obtain the appropriate respondent through interview (Alderman 2009). In order to explore the ideas behind related problems, both foreign managers and representatives of Chinese employees will be interviewed as I believe that comparison of ideas from both sides will help this research to generate more depth and objective view towards the research question. Moreover, the informat ion provides by Chinese employees could explore the idea of how Chinese employees view their foreign managers management methods, and that paves the way for further analysis. The interviewed will be conducted with both structured questionnaire and free talk. The aim of such a design is to collect basic required data for analysis and obtain any new ideas could possibly be given by interviewees at the same time as the interview goes on.Besides, through interview, other specific HRM practices could be explained in a detail way, issues such as recruitment, performance management, training, retention, etc. These information are essential for the research to deploy the analysis of HRM issue. Beside, with these data gained from the interview and the previous review of related literatures, a qualitative analysis could be achieved eventually.Another effective approach is email contact with key persons in the organization. Such approach is particular effective as the way of operating it is re latively easy and free. When the research proceeds, some new information may need to be acquired in order to help develop necessary analysis in different stage of the research. Through email contact, such information acquisition could be achieved in an effective way. Telephone interview could be more effective compared to email contact, however, considering that the topic of the conversation may not be that free as it involves different culture and ideas about other peoples behaviour and so on, therefore, telephone interview is not an appropriate approach for this research.In addition, one of the superior managers from headquarters who is in charge of the overall HRM within the whole group will also be contact through email. By doing so, a view on managing Chinese employees in the subsidiary from the parent company could be derived, which could help the research to achieve a more complete analysis towards the topic. Meanwhile, email contact could also be perceived as an effective wa y to prove the information gained from interview. Questions in the email will be designed differently according to the position and the role of the receiver within the company. 2.2Comparative research Comparative research focus is found the differences and similarities between different cultures, and then determine what theory is applied to all cultures, which is only applicable to a particular cultural background. This method is not the premise of so-called body culture, only different culture of the similarity is believed to be the universal phenomena. Most experts and scholars all previous is adopted the method of comparison research of cross-cultural management problems, because in the management of cross-cultural environment, you need to identify the differences between the different cultures, and only after comparing to identify. 2.3 Data Collection Design For the research strategy of this study, the fundamental idea is to make comparison of related literatures and empirical experiences provided by communicating with related employees in the case study, so that to obtain depth understanding of opinions explained by those related literatures and to explain the practical situation with more relative literature reviews, therefore, to achieve a more overall and practical research on this topic through such comparison.For the research design of this study, basically, this research will be conducted based on a case study of a multinational manufacturing company in China. Before that, relative literature review will be processed in order to generate more accurate analysis and ideas on the research question. The ultimate quality and success of research are often a reflection of the time and effort invested in developing research ideas and concepts, a stage of planning that includes becoming familiar with the literature (Congdon and Dunham 1999 ). Then, taking the advantage of the fact that I had been working for the company for almost 5 years and had built up good relationship with all related managers and other employees, I can easily get access to the company and get sufficient information as required for this research. Besides, the company is showing great interest of this research and would like to cooperate with my work since this research could somehow help them to improve the management of Chinese employees in some way. This research adopted the personal administered questionnaire. Clark et al, (1998) stated that the great advantage of the personally administered questionnaire is that the researcher has more control, can clarify or repeat any questions and can strengthen open-ended questions by allowing larger answers and asking supplementary questions. Through this process, new factors maybe identified and a deeper understanding of the

Business Functions, Organisational Structures and Culture :: Papers

Business Functions, Organisational Structures and Culture All companies have split areas/departments where certain groups of people have a certain role in the business. These functions are important to a business as it helps with the every day-to-day running of it. These departments are: -  · Human Resources  · Finance  · Research and Development  · Marketing  · ICT  · Sales  · Customer Service  · Quality Control  · Purchasing I have a copy of the Global Scott Bader Group Structure (see diagram) It is split into certain areas and functions of the business; finance, service, human resources, IT, Marketing R+D and Sales of composites, and marketing R+D and sales of speciality polymers. All of these departments have very important roles within the business they help with the every day running of the business and help the business to keep to its objectives. These departments will probably have their own certain objectives that they have to keep track of, so the business works well. The 'Finance Department' has a huge responsibility in the business I think it is probably one of the most important departments for a business and all the documents need to be correct and up to date so that the company can be efficient and in control of its transactions. It has the responsibility tosee that the money coming into and out of the business ismanaged properly. If this is done efficiently then thereshould be enough sales revenue and profit to pay the bills that are owed. The revenue is the money made by the business byselling its products andservices; it is used to pay for the things they had to buy in order to run the business. It is also used to pay the workers People within the finance department who have big responsibility's are people like the finance director for Scott Bader this is Keith Grace is in charge of: financial accounting, costing & budgeting, managing finance and payroll in all the Scott Bader companies for UK finance,

Blade Servers Essay -- Computers Technology Essays

Blade Servers INTRODUCTION The internet boom in the late 90’s was the triggering event that created the need for blade servers. It is a fast growing market that emerged recently. Dell’s PowerEdge 1655MC, the IBM eServer Blade Center, and Hewlett-Packard’s (HP’s) ProLiant BL20p G2 are few examples that uses blade servers. WHAT IS A BLADE SERVER This is the first question I asked myself when this topic was assigned to me. Blade servers? A server is a computer that supports applications and telecommunications in a network, as well as the sharing of peripheral devices, software, and databases among the workstations in the network. Examples include multi-user network operating systems and specialized software for running Internet, intranet, and extranet Web applications, such as electronic commerce and enterprise collaboration. A blade server is an entire server that fits on a single card, or blade, which means that network interfaces, the CPU, the memory, and the hard disk are installed on the card. The blades are plugged into a single chassis, where an IT manager can generally fit 16 server blades into the space previously occupied by a single server which sits in a rack sharing common components such as power supplies, fans, disk storage, and Ethernet. â€Å"Each blade is an independent system, where their compact si ze can be placed in a single server rack or enclosure, where multiple blade servers share electricity and HVAC resources† [4]. They consume less power, generate less heat, cost less money, and have less expansion space per server. WHAT DOES IT CONSIST OF One unit is capable of supporting six blades and is only three-rack unit (RU) in height. A single blade consists of a small metal box that is ... ...ck, Forrester /Research. 9/17/2004. . 6. Blade Servers gain Momentum. Lisa Coleman, InfoStor Magazine. 9/17/2004. 7. Blade Servers Serving Multiple Needs. Francis Chu, Infrastructure. 10/25/2004. . 8. Power to the PC Processor. Todd Spangler, Baseline Magazine. 10/25/2004. . 9. Better Ways to Consolidate Servers. Francis Chu, eWeek. 10/25/2004. . 10. Sharper than your average server: 3 Blades tested. Staff writers, ZDNet Australia. 10/25/2004.

Holidays & Christmas Carnivals Essay

It is hard to find someone, who does not like Christmas. This is one of the most favorite holidays, when families get together, decorate the house, install Christmas tree, prepare some favorite meals, or even arrange parties. And, of course, give and receive presents! I had many interesting celebrations of Christmas, which were different from each other. Once in primary school we arranged a Christmas carnival. There was a beautiful Christmas tree, a lot of delicious meals and music, and, of course, Santa Claus with his presents for every child. Once, on the day before the Christmas my parents decided to make some huge shopping. We bought full truck of the things for house, starting from armchairs, kitchenware, and ending with decorations. So we spent all the Christmas vacations enjoying our new stuff and arranging it. In my secondary school times I had a table mate, who happened to break her leg right on the eve of Christmas. So I bought some presents and chocolates for her, and went to the hospital to bring some happiness to that girl, whose family was rather poor. When I was 14, we went to my aunt’s place for Christmas. I spent some great time there, because I like my cousins very much and we always have a lot of fun together. We played games and had some amazing night forest hike in Christmas night. Two years later the family of my aunt joined my family in celebrating Christmas. So together with my cousins we went to a bowling club and had amazing evening of playing bowling. I proved to be really good in that! And then we had a good party at home again. Once, before having traditional Christmas family gathering, we went to a music club with my friends. There a female band named Rockland Ladies played live. That was impressive: we were dancing and having pretty good time! The last Christmas I spent in a ski mountain camp with my university friends. We went to one of the ski resorts in Colorado and had some great Christmas vacations on the opened air! I think that it is wonderful to celebrate Christmas holiday in a new way every year. That is how I can recreate myself, have some perfect rest and get ready for a new year, and also receive many positive emotions and different unforgettable impressions. Bibliography: †¢ â€Å"Christmas. † Christmas Carnivals. Compare Infobase Pvt. Ltd. 3 Nov. 2005 .