The Assessment Of A Community s Decision For Real Initiative

According to Monmonier (1996), those who do have Internet and GIS accessibility face the potential to be placed in a vulnerable position. He believes that the public who is â€Å"armed with a GIS but lacking the savvy to use the system appropriately becomes vulnerable to sarcastic attacks from site advocates†. Meaning, that a community’s opinion may not be taken seriously or may be misrepresented in the eyes of policymakers because the people in that community may not be using the GIS software correctly, therefore they do not comprehend the data that is being presented to them in a GIS platform. This connects to another complication, that the general public may not have the basic training requirements needed to properly understand GIS software. Referring back to Carver, et al (2001), one of the issues they encountered during the observation of the Neighbourhood Initiatives Foundation’s Planning for Real initiative was a general lack of familiarity with GIS so ftware, especially from older age groups of manual trade. The solution to these issues cannot be resolved in a short period of time as these are mainly socio-economic complications, however, attainable solutions are present. As far as GIS comprehensive, this will become less of an issue as more people become familiar with using computers and maps through work and education (Carver et al, 2001). 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The Involvement of War in British Literature - 944 Words

Kimberley Johnson creates an article about the angel, Raphael, which was to send a message to Adam and Eve, warning about the temptation of Satan during the war between God and Satan. Raphael failed to have the human race receive the message for Raphael stopped one of Satan’s demons and the war between God and Satan continues which is refers to the War of Heaven. Johnson implies that, â€Å"The sweeping war epic Raphael tells in Book 6 stands in direct opposition to Michael’s counsel not to imagine the battle between good and evil as a duel, and it also contradicts the narrative priorities that Milton himself lays out at the beginning of Book 9† (Johnson 213). This passage in Johnson’s article explains that Milton intentions of creating the†¦show more content†¦They say that fear is the true outcome from war neurosis instead of terror and hysteria. The history of war in British literature involves in the book, Culture in Camouflage: War, Empire, A nd Modern British Literature. The book, Culture In Camouflage: War, Empire, And Modern British Literature, is written by John Howard Wilson remaps the history of British war culture by insisting on the centrality and importance of the literature of the Second World War. Wilson speaks of a great British narrator, Patrick Deer, who opinionates that â€Å"‘the emergence of modern war culture’ and argues that ‘war writers challenged the dominant narratives and imaginaries projected by an enormously powerful and persuasive mass media and culture industry’† (Wilson). Writers of war involve culture and mass media in their stories to give it a more dominant narrative. Wilson has Deer conclude, â€Å"the experience of Britain during the Second World War reveals that modern war culture is self-perpetuating and self-replicating: it normalizes and naturalizes a state of war.† (Wilson). 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Cohesiveness and Organizational Support †Free Samples to Students

Question: Discuss about the Cohesiveness and Organizational Support. Answer: Introduction Human Resource Management, often abbreviated as, HRM, refers to the management of the human resources. It is designed by the department of HR, in order to maximize the performance of the employees in accordance with the organizations strategic objectives. Its primary objectives are managing the people of the organizations, by focusing on its policies and systems. It is responsible for designing the employee benefits, recruitment, development, training, rewarding and performance appraisals (Al Ariss, Cascio Paauwe, 2014). The report highlights the Expatriate performance of the multinational organizations and how international organizations manage this effectively. Expatriate performance management is practiced in multinational enterprises. There is no such prevalent form, existing for the expatriate performance management. It is strongly influenced by the parent organizations culture. The expatriate performance management consists of seven major activities; linkage to the strategy of the organization, setting of the behavior of individual performance, identifying the variables which is impactful for the performances, appraising the employees performance, providing the employees with regular feedback regarding their performances and the progress towards the organizational goals, providing them with opportunities for growth and improvement and lastly linking of the results with that of rewards (Andresen, Al Ariss Walther, 2012). The report throws light on how the international organizations manage their expatriate performances effectively and efficiently. In addition to this, it includes literature review of the performance management of international employees along with the cross cultural context. Moreover, it discusses about the cultural adjustment, performance criteria and performance feedback. Performance management of International employees The human resource department of any organization must work with their managers, who are responsible for the welfare of the expatriate employees. Together, they must work on the development of critical and professional profile of each and every employee, who all are assigned for an assignment of international domain. The expatriate performance management consists of seven major activities; linkage to the strategy of the organization, setting of the behavior of individual performance, identifying the variables which is impactful for the performances, appraising the employees performance, providing the employees with regular feedback regarding their performances and the progress towards the organizational goals, providing them with opportunities for growth and improvement and lastly linking of the results with that of rewards (Andresen, Bergdolt Dickmann, 2014). The management of the expatriate profile must clearly outline the facts of the companys expectations as well as their productivity standards, which will enhance their profitability and the operations efficiency. Managing expatriate performance is an important part of any corporate strategy. Moreover, it helps in serving several goals of the organization. It also helps in identifying the international employees who have high potential and proves to be beneficial for the company. It facilitates the equitability of reward performance and also segregates the employee needs and demands for the development (Andresen, Bergdolt Margenfeld, 2012). An organization greatly suffers when international projects fail to live up the organizations expectations. It is extremely costly for the image of the organization and its reputation. Companies must emphasize on their importance of appropriate selection of the staff members or the associates for international projects or assignments. A detailed and consistent assessment of the expatriate employees performance and their appraisal for the operations, is very critical for an international projects success (Armstrong Taylor, 2014). The failure or success of the company totally depends on how the employees are working together for the achievement of international assignments. Several issues like the timing and criteria of the performance reviews, the employees raises as well as bonuses are to be discussed accordingly and agreed before the selection and placing of the employees for the assignments takes place. However, appraising the expatriate employees performance is as important as th at of the domestic employees assignments (Awais Bhatti, Mohamed Battour Rageh Ismail, 2013). Each and every international assignment is unique and different in its own self. A common rule for appraising the expatriate workers is that each and every international office must use a unique and different system of appraisals. Employers must keep a check on the system of the appraisals and must not agree on taking a performance appraisal system which was designed for the appraisal of domestic employees. It is the duty of the company to set up different and unique appraisal systems for the international or expatriate employees (Beardwell Thompson, 2014). It should be modified in accordance with the expatriate employees performances based on several criteria, like the environment, task factor as well as personality factors. The company must understand the policies and take under consideration while the assessment of expatriate employees performances takes place. The human resource department of the organization should discuss with the performance managers and outline their apprais als accordingly (Awais Bhatti, Mohamed Battour Rageh Ismail, 2013). Variables impacting the expatriate performance The compensation package: The main focus of the international programs of compensation is to provide the international employees with sufficient amount of wages in order to keep them at a good financial level, at the point of their international projects. They must not lose their ground economically. The compensation package must include the normal salary, in addition to the benefits being offered in the employees home countries. For expatriate employees, the base salary is the primary allowance packages, which includes foreign premium services, living cost allowances, utility and housing allowances, in service benefits as well as pension contributions. It may be paid in local or home currency or in dollar, pound and others (Bratton Gold, 2012). Headquarter Support: The headquarters support is a very important factor. It should extend from the individual expatriate employee to his/her family members. The external context acts as an important determinant for the expatriate employees performances. The contexts differ on the basis of societal, economical, legal, technical, operational and physical factors. Headquarters support plays a bigger role in the expatriates performances. If the expatriate performance is not managed carefully then it may hamper the progress. Employees may suffer from sleep disturbances, anxiety, stress, health disorders and others. Therefore, it is to be taken care and headquarters must fully support in order to enhance their performance levels (Cerdin Brewster, 2014). Cultural Adjustment:Expatriates performances are mediated by the adoption of cross cultural factors. Managers of any organization must be aware of certain skills which are necessary for creating and maintaining a successful and diverse workforce. Firstly, they must take care that none of its employees are facing discrimination and stereotyping. Managers must be aware of its consequences. They must be able to recognize their own cultural prejudices and biasness so that they can work on it. They must change the organizations working procedure when it is necessary. Organizations must be aware of all the tactics to manage workplace diversity in order to have a successful and bright future. They must provide their employees with diversity trainings (Chang, Gong Peng, 2012). Cross cultural context for expatriate performance management Effectiveness of team work completely depends on the way the team members are working in order to achieve a common organizational goal. Efficient team members maintain peace and harmony, while working. Generally, it doesnt happen by accident. Excessive amount of hard work, cooperation, struggle and commitment results into a better team, which is the key to success. A team is only productive when it is committed to a specific goal and the members are able to complete the goal by using their own resources (Collings, 2014). When a team is introduced to the goal, all the team members should come forward and work as an individual unit in order to finish the task. Each and every membershould equally participate in the given task and share their efforts in order to get good results as it is essential for the teams success. Moreover, diverse workforce can be regarded as a reflection of changing marketplace and the world. Cultural diversity helps in introducing high values to the work. Respec ting the differences of every individual proves to be beneficial, which helps in creating competitiveness and increasing the work productivity as well (Deresky, 2017). Quests for the global presence and globalization have led to the expansion of the multinational corporations, into more new market segments with higher returns. The expansion of the markets has led to the increased competition of the talented workers. It has driven employment of increased number of expatriate employees or workers to manage the overseas operations of the businesses. Literature reviews show that the poor performances of job can be a result of poor cross cultural adjustments in the foreign locations. It is therefore, important to ensure that all the corporations are appointing capable candidates or workers for the overseas projects, so that it helps in bringing in a good investment for the multinational organizations (Ghauri Park, 2012). However, due to economic and political situations improvements in Africa and other countries, international corporations view these places as a total new and emerging markets for managing the business operations. Research on these, as such adjustments of expatriate performances, has been taking place for the last two or three decades. Managing cross cultural factors is important as it assists the human resource professionals to plan and implement appropriate programs for the expatriate employees. It also helps to bridge the gaps between the countries and emerging nations. It also contributes to the better understanding of human beings (Harris, 2012). A company with diverse collection of experiences and skills for example; cultural understanding, languages, ethnicity and more, is able to provide services to the customers globally. It helps in enhancing the companys service range, which is beneficial for them. A diverse group of workforce, which feels free to communicate, can provide a wide range of experiences, points of view and skills. It helps the organization to meet the needs of customers and business strategies more adequately. Multinational companies, which encourage diverse workforce, can be an inspiration to all of its associates and encourage them to perform to their best (Hendry, 2012). More effective execution and implementation of business strategies is possible, which in turn results in profitability, return of investment and profit. However, implementing diversity in the policies of the workplace can prove to be a challenge to all the diversity advocates. Based on the results of employees research data and assessmen ts, they must implement and build a strategy to maximize the diversity effects in the organizations workplace. Only diversity training is not enough for the diversity management plan of the organization. Several strategies must be there and it should be implemented to create diversity culture that permeates each and every function and department of the organization (Jehanzeb, Rasheed Rasheed, 2013). Performance Appraisal of international employees Performance appraisal for the international employees is some strategic process which is taken care by the human resource managers of the company. It enables the MNCs or multinational corporations to improve or evaluate the employees continuously. It also takes care of the subsidiary units for its improvement as well as the corporate performances and preset objectives. Effective management helps in creating a system of incentives which ensures the international workers as well as the overseas subsidiaries to work in accordance with the interests of the home company. International performance appraisals are complex because of the asymmetrical information and incongruence of the goals, between parent or home company with its subsidiaries (Jiang et al., 2012). There are various approaches to the international performance appraisals for the multinational companies to choose, and the approaches are mainly affected by the firm specific and host contextual factors. However, the importance o f the international performance appraisals has worldwide recognition and most of the multinational corporations have effectively managed it. It helps in determining the achievement and ability of the workers along with reasonable consistency and accuracy. Moreover, it helps in the identification of the so called obstacles in the path of the top performances (Kersiene Savaneviciene, 2015). The criteria in order to assess the performances of the expatriate workers must be clear, practical, reliable and relevant as well as meaningful. The performance criteria must be based on the workers traits and work profile. The company should focus on his/her quality of work and performances. Moreover, his/her behavior, that is, how he/she behaves in the company, must be taken into account. The performance criteria also depend on the way the worker is treating his/her colleagues or work friends. A companys success depends on its capability in embracing diversity and realizing its benefits (Kraimer, BolinoMead, 2016). The organizations which are able to handle actively multiple issues related to diversity can progress on a long run. It increases adaptability as employees with various backgrounds bring in individual experiences and talents, giving new ideas and sharing different views which help in adapting to customer demands and fluctuating markets. The multinational companies must be able to establish the performance standards of the employees by encouraging them on a daily basis. They must communicate their working standards to the employees to increase their level of performance. Moreover, daily report of the expatriate workers performance must be kept in record and observed by the human resource managers (McEvoy Buller, 2013). However, establishing the performance criteria can be a difficult task altogether. This is due to the major differences in the equitable standards of productivity and international environments, which are applicable for the servicing and manufacturing of subsidiaries of foreign companies. Performance feedbacks and criteria are being best established by combining norms and values of each and every local environment with home offices standards of performances (McNulty, 2013). Individual profile of the countries must be developed and they should take the foreign environment of subsidiaries into account. This particular profile must be used in order to review certain factors which may have an impactful effect on the performances of expatriate employees. Such factors are language, politics, culture, labor relations, government, control, economy and communication. Once these factors affecting the performances of expatriate employees are determined, the message must be circulated among the subsidiaries of the multinational organizations and feedback must be generated on the basis of that (McNulty, De Cieri Hutchings, 2013). Critical and professional profiles of each and every expatriate worker must be compared against the other employees within the country cluster in order to ensure that the performance is properly measured and reviewed. In fact, these criteria are useful for providing the workers with the feedback regarding their performances. It is also used when the individual employees are being appraised in the international assignments (McPhail et al., 2012). Management of the expatriate performances affectively Organizations exist in order to achieve their goals and objectives. The success degree of the individual employees depends on the effectiveness of the organization. The assessment of the individual successful employees attaining or meeting their individual goals or objectives become a very crucial part of the human resource management. Taking the case of multinational organizations, several new and different dimensions come into play. The cross cultural diversity influences the whole process to a huge extent (Min, Magnini Singal, 2013). Moreover, the performance evaluation procedure of the expatriate employees or workers is very much attached with the subsidiaries performances. Multinational organizations are the group of various subsidiaries which collaboratively try to achieve the sustainable and competitive advantages through mutual and supportive goals. The performance evaluation of the individual subsidiaries become a crucial part and this particular subject has to be taken int o consideration while evaluating the expatriate workers performances (Nery-Kjerfve McLean, 2012). The compensation package: The expatriate workers must be provided with several benefits which include the housing allowance as well as relocation assistance. The main focus of the international programs of compensation is to provide the international employees with sufficient amount of wages in order to keep them at a good financial level, at the point of their international projects. They must not lose their ground economically (PengBeamish, 2014). The compensation package must include the normal salary, in addition to the benefits being offered in the employees home countries. For expatriate employees, the base salary is the primary allowance packages, which includes foreign premium services, living cost allowances, utility and housing allowances, in service benefits as well as pension contributions. It may be paid in local or home currency or in dollar, pound and others (Reiche, Mendenhall Stahl, 2016). At times, the parent country nationals receive a premium salary which acts as an inducement to the foreign assignment acceptance or as a compensation to the hardship which is caused due to the transfer. Those payments vary from assignment to assignment, depending on the actual hardship or the tax paid to the governments of the foreign countries and even on the assignments length. Various allowances are offered to the expatriate workers taking the assignments into consideration.It includes living cost allowance which involves the payment of compensation of various expenditures of home country as well as foreign country (Richardson McKenna, 2014). Housing allowance indicates that the expatriate workers must be able to maintain the living standards of their home country. Travel allowances and home leaves are given to them in order to cover all the trip expenses of their travel to the home country, and that is usually once in the year. These trips help the expatriate workers to renew th eir family as well as the business ties. It also avoids adjustment issues and problems. Moreover, education allowances are also given to the expatriate workers children for their education requirement. Education allowances basically includes the items like tuition, books, language classes tuition, uniforms and transportation (Rosenbusch Cseh, 2012). Relocation allowances mainly cover the shipping, moving, temporary living costs and expenses, down payments and other lease related expenses or charges. Various international plans of compensation attempt in protecting the expatriate workers from any kind of consequences related to the taxation. They are allotted with equalization tax plans. In accordance with this plan, the multinational companies help in adjusting the base of the employees income. It is done in order to secure the expatriate workers so that they do not have to pay more tax. The expatriate workers are also allotted with spouse assistance, in order to safeguard the income loss of the expatriates spouse, for relocating abroad (Santosh Muthiah, 2012). Multinational organizations pay spouse allowances to encourage the expatriate employees to undertake the international projects or assignments. The compensation packages of the employees may vary from company to company as well as location to location enormously. It is i mportant to take several factors into consideration, while negotiating a contract of expat. The multinational organizations must keep a check on the employments nature, governing laws as well as jurisdiction and the duration of the contract and termination notice period as well. Therefore, these factors must be taken into consideration while deciding the compensation packages for the expatriate workers or employees. The nature of the employment can be determined on the basis of the local and expatriate employees (Richardson McKenna, 2014). Headquarter Support: As the compensation package, the headquarters support is also plays a very important factor for the betterment of the expatriate employees. It is a necessityfor the home company to extend their support to the expatriate workers. They should also be provided with moral support and courage, mainly at situations, when they are having a tough time in getting accustomed to the working culture of the foreign company. It should extend from the individual expatriate employee to his/her family members. The external context acts as an important determinant for the expatriate employees performances (Santosh Muthiah, 2012). The contexts differ on the basis of societal, economical, legal, technical, operational and physical factors. Headquarters support plays a bigger role in the expatriates performances. If the expatriate performance is not managed carefully then it may hamper the progress. Employees may suffer from sleep disturbances, anxiety, stress, health disorders and others. Therefore, it is to be taken care and headquarters must fully support in order to enhance their performance levels. Moreover, the families of the expatriate employees must also be provided with medical and moral assistance (Shaffer et al., 2012). Headquarters support helps the expatriate workers in making extra money, improving the prospects of their career, establishing their loyaltyfor the organization and also committing to make the international assignment successful. There are various support facilities which the headquarters should provide. Some of them are explained in this part of the report. The headquarters must provide the workers with support for the proper management of practical problems. This can be done by setting up of various policies which would encourage the expatriate workers to work in the culture which is totally new to him (Song, 2014). They must be provided with several opportunities which will enable them to settle and calm down. The organizations culture and working environment must not scare or demotivate the expatriate workers. They should extend their helping hand in order to give the workers their home companys environment. If any expatriate worker is deeply discouraged by the working environmen t, he/she must be provided with timely counselling and psychological therapies. It is to be taken care that the expatriate workers mental as well as physical health is not hampered by the working culture (TohSrinivas, 2012). Expatriate employees or workers works under extreme pressure and at times, there is a possibility of threat regarding their lives. These things need to be taken care by the organizations. An employee is serving for the organization, therefore, the organization is responsible for his/her wellbeing. One of the major challenges in a workplace is the managements discrimination and prejudice. It affects the team effectiveness and work productivity which leads to the companys downfall. Negative behaviors and attitudes that include stereotyping, discrimination and prejudice can be a barrier to the organizational diversity as they harm working relationships and morale (Vaiman,Haslberger Vance, 2015). Such attitudes should never be applied by the managers of any organization for hiring and terminating its employees. Expatriate employees can even take legal actions for this and complain against the manager and the organization as well. Moreover, the manager of any company has loads of respons ibilities in this as it depends on his ability to figure out what is good for his/her organization based on the team work. While creating a successful and diversified workforce, the manager must be able to focus on his/her personal awareness. It is for both, the managers as well as the associates (Vaiman, ScullionCollings, 2012). Cultural Adjustment: A cross cultural or diverse workforce can be regarded as a reflection of changing marketplace and the world. It is responsible for bringing in high values to any organization. Respecting differences of each and every expatriate worker proves to be beneficial at the workplace. It creates competitiveness and increases the work productivity as well (Yeh Hong, 2012). Managing cultural diversity benefits the associates by creating safe and fair environment where each and every employee has the access to opportunities as well as challenges. Proper management tools must be applied or implemented in a culturally diversified workplace to educate the employees about diversity and the issues related to it, including rules and regulations. Most of the workplaces comprise diverse cultures and thus the organizations must learn how and what to adapt in order to have a successful future (Richardson McKenna, 2014). To be very specific, people are no longer confined to a particular place and work in a known environment. They love experiencing different cultures and diversities. They are now becoming a part of a vast and worldwide economy which is competing within a framework. This is the reason why profit as well as non-profit organizations is becoming more and more diversified in order to stay in the competition. Expatriates performances are mediated by the adoption of cross cultural factors (Rosenbusch Cseh, 2012). Managers of any organization must be aware of certain skills which are necessary for creating and maintaining a successful and diverse workforce. Firstly, they must take care that none of its employees are facing discrimination and stereotyping. Managers must be aware of all the consequences. They must be able to recognize their own cultural prejudices and biasness so that they can work on it. They must change the organizations working procedure when it is necessary. Organizations must be aware of all the tactics to manage workplace diversity in order to have a successful and bright future. They must provide their employees with diversity trainings (Reiche, Mendenhall Stahl, 2016). A multinational company with a diverse collection of experiences and skills for example; cultural understanding, languages, ethnicity and more, is able to provide services to the customers globally. It helps in enhancing the companys service range, which is beneficial for them. Moreover, a culturally diverse group of workforce, which feels free to communicate, can provide a wide range of experiences, points of view and skills (Nery-Kjerfve McLean, 2012). It helps the organization to meet the needs of customers and business strategies more adequately. Multinational companies, which encourage diverse workforce, can be an inspiration to all of its associates and encourage them to perform to their best. More effective execution and implementation of business strategies is possible, which in turn results in profitability, return of investment and profit (McNulty, De Cieri Hutchings, 2013). Multinational organizations must have policies and strategies of adjusting or managing the culture. It refers to the multicultural adjustability, multicultural sensitivity, diplomacy, language ability, adaptability, positive attitude, maturity and emotional stability. The international human resource manager must take decisions on the following three major areas; specifying the criteria of the employee performance, identifying properly the appraisers and lastly, deciding the appraisals frequency (Min, Magnini Singal, 2013). Therefore, cultural adjustability must be taken into consideration, in order to provide the expatriate employees with a home company environment, in order to encourage them on a long run. They must be provided with proper assistance to manage the virtual teams, which will in turn enhance their performances (Jehanzeb, Rasheed Rasheed, 2013). Conclusion To conclude, the expatriate employees performance management is considered as a very crucial factor for any multinational organization. It is as major part of the multinational enterprises control system. The factors which outlines the expatriate performances include the compensation package, role and task, support of the headquarters, hosts environmental factors and lastly, the cultural adjustment. Performance management of the expatriate individuals lead to their appraisals in the international organizations. Majority of the multinational enterprises send their employees to the foreign countries in order to work in their branch offices or may be subsidiaries. The expatriate workers allow the parent or home company to control the foreign subsidiaries more closely. This also helps in improving the global coordination. However, the expatriate workers are more paid than the local employees. Their salaries are higher along with various allowances and compensations. Other expenses, including house allowance, education for their children, spouse allowance and others are also taken care of. Hence, all these supports help the workers to cope up with the change in the working environment and motivates them to work better. References Al Ariss, A., Cascio, W. F., Paauwe, J. (2014). Talent management: Current theories and future research directions.Journal of World Business,49(2), 173-179. Andresen, M., Al Ariss, A., Walther, M. (Eds.). (2012).Self-initiated expatriation: Individual, organizational, and national perspectives. Routledge. Andresen, M., Bergdolt, F., Dickmann, M. (2014). Addressing international mobility confusiondeveloping definitions and differentiations for self-initiated and assigned expatriates as well as migrants.The International Journal of Human Resource Management,25(16), 2295-2318. Andresen, M., Bergdolt, F., Margenfeld, J. (2012). What distinguishes self-initiated expatriates from assigned expatriates and migrants.Self-initiated expatriation: Individual, organizational and national perspectives, 166-194. Armstrong, M., Taylor, S. (2014).Armstrong's handbook of human resource management practice. Kogan Page Publishers. Awais Bhatti, M., Mohamed Battour, M., Rageh Ismail, A. (2013). Expatriates adjustment and job performance: an examination of individual and organizational factors.International Journal of Productivity and Performance Management,62(7), 694-717. Beardwell, J., Thompson, A. (2014).Human resource management: a contemporary approach. Pearson Education. Bratton, J., Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Cerdin, J. L., Brewster, C. (2014). Talent management and expatriation: Bridging two streams of research and practice.Journal of World Business,49(2), 245-252. Chang, Y. Y., Gong, Y., Peng, M. W. (2012). Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance.Academy of Management Journal,55(4), 927-948. Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities.Journal of World Business,49(2), 253-261. Deresky, H. (2017).International management: Managing across borders and cultures. Pearson Education India. Ghauri, P. N., Park, B. I. (2012). The impact of turbulent events on knowledge acquisition.Management International Review,52(2), 293-315. Harris, M. M. (Ed.). (2012).Handbook of research in international human resource management. Psychology Press. Hendry, C. (2012).Human resource management. Routledge. Jehanzeb, K., Rasheed, A., Rasheed, M. F. (2013). Organizational commitment and turnover intentions: Impact of employees training in private sector of Saudi Arabia.International Journal of Business and Management,8(8), 79. Jiang, K., Lepak, D. P., Hu, J., Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms.Academy of management Journal,55(6), 1264-1294. Kersiene, K., Savaneviciene, A. (2015). The Formation and Management of Organizational Competence Based on CrossCultural Perspective.Engineering Economics,65(5). Kraimer, M., Bolino, M., Mead, B. (2016). Themes in expatriate and repatriate research over four decades: What do we know and what do we still need to learn?.Annual Review of Organizational Psychology and Organizational Behavior,3, 83-109. McEvoy, G. M., Buller, P. F. (2013). Research for practice: The management of expatriates.Thunderbird International Business Review,55(2), 213-226. McNulty, Y. (2013).Managing expatriates: A return on investment approach. Business Expert Press. McNulty, Y., De Cieri, H., Hutchings, K. (2013). Expatriate return on investment in the Asia Pacific: An empirical study of individual ROI versus corporate ROI.Journal of World Business,48(2), 209-221. McPhail, R., Fisher, R., Harvey, M., Moeller, M. (2012). Staffing the global organization:Cultural nomads.Human Resource Development Quarterly,23(2), 259-276. Min, H., P. Magnini, V., Singal, M. (2013). Perceived corporate training investment as a driver of expatriate adjustment.International Journal of Contemporary Hospitality Management,25(5), 740-759. Nery-Kjerfve, T., McLean, G. N. (2012). Repatriation of expatriate employees, knowledge transfer, and organizational learning: What do we know?.European Journal of Training and Development,36(6), 614-629. Peng, G. Z., Beamish, P. W. (2014). MNC subsidiary size and expatriate control: Resource-dependence and learning perspectives.Journal of World Business,49(1), 51-62. Reiche, B. S., Mendenhall, M. E., Stahl, G. K. (Eds.). (2016).Readings and cases in international human resource management. Taylor Francis. Richardson, J., McKenna, S. (2014). Towards an understanding of social networks among organizational self-initiated expatriates: a qualitative case study of a professional services firm.The International Journal of Human Resource Management,25(19), 2627-2643. Rosenbusch, K., Cseh, M. (2012). The cross-cultural adjustment process of expatriate families in a multinational organization: A family system theory perspective.Human Resource Development International,15(1), 61-77. Santosh, B. R., Muthiah, K. (2012). Knowledge transfer from repatriated employees: The International experience.IUP Journal of Knowledge Management,10(1), 7. Shaffer, M. A., Kraimer, M. L., Chen, Y. P., Bolino, M. C. (2012). Choices, challenges, and career consequences of global work experiences: A review and future agenda.Journal of Management,38(4), 1282-1327. Song, J. (2014). Subsidiary absorptive capacity and knowledge transfer within multinational corporations.Journal of International Business Studies,45(1), 73-84. Toh, S. M., Srinivas, E. S. (2012). Perceptions of task cohesiveness and organizational support increase trust and information sharing between host country nationals and expatriate coworkers in Oman.Journal of World Business,47(4), 696-705. Vaiman, V., Haslberger, A., Vance, C. M. (2015). Recognizing the important role of self-initiated expatriates in effective global talent management.Human Resource Management Review,25(3), 280-286. Vaiman, V., Scullion, H., Collings, D. (2012). Talent management decision making.Management Decision,50(5), 925-941. Yeh, H., Hong, D. (2012). The mediating effect of organizational commitment on leadership type and job performance.The Journal of Human Resource and Adult Learning,8(2), 50.

Recommendations for Ensuring Food Safety Reducing Disease

Food Safety Unsafe food causes many severe and enduring ailments, ranging from stomach upsets to diarrhoeal conditions to diverse forms of cancer. According to statistics released by World Health Organization (WHO), food-borne and water-borne diarrhoeal conditions cause the deaths of an estimated 2.2 million people every twelve months, 1.9 million being children (para. 1).Advertising We will write a custom essay sample on Recommendations for Ensuring Food Safety Reducing Disease-Causing Mosquitoes specifically for you for only $16.05 $11/page Learn More Consequently, food-borne ailments and unsafe food represent a rising public health challenge and efforts must be made towards the development and implementation of programmes aimed at improving food safety at the community level. Restaurants have been singled out as a major source of unsafe foods largely due to unhealthy food handling, preparation, and storage standards (Rees Watson 27). In the case sce nario, a mandatory food safety training requirement for all employees should be initiated to counter the problem of dirty restaurants, which enhances threats to food safety. This recommendation is anchored on the rationale that staff workers to a large extent contribute to the health violations associated with unsafe food. A review conducted recently on restaurant food safety practices demonstrated â€Å"†¦that a typical kitchen worker cross-contaminates food with potentially dangerous pathogens about once per hour† (Norfleet para. 1). The review found that restaurant workers use aprons and other dirty clothing to dry their hands, as well as making use of the same utensils, gadgets, and surfaces to prepare both uncooked and cooked meals. As such, the focus should be to introduce mandatory employee training especially in areas of food safety to guarantee that appropriate practices in hygiene, food handling and preparation, and sanitation are put in place in every restaura nt operating in the community. As already mentioned, work behaviours may either promote or compromise food safety. The use of aprons and other dirty clothing to dry hands, non-washing of hands with clean water and soap, using the same services to prepare uncooked and cooked food, and non-observance of kitchen hygiene may compromise food safety (Norfleet para. 5). However, strict observance of hygiene and sanitation practices, including washing of hands, preparation of food in safe places, and using clean utensils, is bound to promote food safety in the restaurants. Vectors Vectors can be described as â€Å"†¦the transmitters of disease-causing organisms that carry the pathogens from one host to another† (Artsob para. 1), and research reveals that there has been a comeback of vector-borne conditions since the 1970s including the Rift Valley Fever, plague, sleeping sickness, highland malaria, and the West Nile encephalitis.Advertising Looking for essay on health medi cine? Let's see if we can help you! Get your first paper with 15% OFF Learn More From the case scenario, there has been an increase in reported cases of encephalitis and a few deaths related to the West Nile Virus as a direct consequence of increased mosquito bites. To prevent bites by mosquitoes that may transmit West Nile Virus, it is highly recommended that people establish physical barriers by using house screens, bed nets, appropriate clothing, and insect repellents (Artsob para. 6). Many of the disease-causing mosquitoes bite their victims at night and, as such, it is imperative to put physical barriers and wear appropriate clothing during daytime to reduce the risks of infection though bites. To control the mosquito population in the community, environmental modification geared towards the elimination of specific breeding areas should be recommended. The modification should include draining stagnant water, clearing vegetation close to houses, and using chemical contr ol measures to destroy the larvae or adult vectors (Artsob para. 6). Such a recommendation will go a long way to destabilize the mosquito’s breeding patterns, thus reduce their population in the community. Works Cited Artsob, H. Vector-borne Diseases. In: Encyclopaedia of Public Health. (2010). Retrieved from https://www.enotes.com/homework-help/what-common-vector-borne-diseases-how-do-they-466324 Norfleet, N. Lax Food Safety in Restaurants, Researcher Finds. (2010). Retrieved from http://www.nbcnews.com/id/37646777/ns/health-food_safety/t/lax-food-safety-restaurants-researcher-finds/ Rees, N., Watson, D. International Standards for Food Safety. Maryland. Aspen Publishers, Inc. 2000. World Health Program. Food Safety. (2010). Retrieved from https://www.who.int/foodsafety/en/Advertising We will write a custom essay sample on Recommendations for Ensuring Food Safety Reducing Disease-Causing Mosquitoes specifically for you for only $16.05 $11/page L earn More This essay on Recommendations for Ensuring Food Safety Reducing Disease-Causing Mosquitoes was written and submitted by user Isabelle Travis to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

To Kill A Mockingbird Racism Essays - To Kill A Mockingbird

To Kill a Mockingbird: Racism To Kill a Mockingbird: Racism In Harper Lee's book, To Kill A Mockingbird, there are many examples of racism. During this time in history racism was acceptable. Racism is a key theme in her book. Not only those who were black, but also those who affiliated with blacks, were considered inferior. Atticus, a lawyer, who defended blacks in court, was mocked. An example of this is when Mrs. Dubose said, "Your father's [Atticus] no better than the niggers and trash he works for!" Mr. Dolphus Raymond was also criticized for affiliating with blacks, especially black females. Example is when Jem said, "He likes ?em [blacks] better ?n he likes us [whites], I reckon." Basically, you were black if you "liked" blacks. Blacks, because they were considered inferior, were expected to do everything for whites. Everything had to be perfect, without excuse. Even when Calpurnia, a Finch family friend, did not make the perfect cup of coffee, she was mocked. Book excerpt, "She [Calpurnia] poured one tablespoon of coffee into it and filled the cup to the brim with milk. I [Scout] thanked her by sticking out my tongue...". Even when blacks did do good, they were still mocked. An example is when Aunt Alexandra said, "Jem's growing up now and you are too. We decided that it would be best for you to have some feminine influence." Even though Calpurnia was a female, Aunt Alexandra over-looked this, because of her race. People were so biased, it didn't matter how good a job a black person did. Since there was such strong racism in Maycomb, there were excuses made for whites. In the book, it was obvious that Bob Ewell was a mean man. It was also obvious that he was abusive to his daughter, Mayella, and he was the one who violated her, not Tom Robinson, because what the evidence showed. But, the people of Maycomb over-looked the evidence in favor of Tom Robinson, just because he was black. In Harper Lee's book, To Kill A Mockingbird, there are many examples of racism. The legal barriers to racial equality have been torn down, and racial exclusion from the benefits of society and the rights of citizenship is no longer nearly total, as it once was. But discrimination still limits the opportunities and stifles the hopes of many black Americans and other minorities. In the realms of housing, employment, medical care, education and the administration of the criminal justice system, we are still, as the 1968 Kerner Commission Report on civil disorders warned, "two separate Americas." At this moment in our nation's history, it is critical that we move definitively forward in remedying the effects of discrimination. But tragically, the most successful civil rights remedies have come under attack from conservative politicians and pundits. Affirmative action, for example, which is to be credited with the creation of an increasingly diverse workforce, has come under intense criticism. Voting rights laws, which have begun to integrate the halls of Congress and state legislatures, are also under attack. As long as our society is ridden with race-based problems, we will need race-based remedies. And while we have come a long way, we still have a long way to go.

Valence Definition in Chemistry

Valence Definition in Chemistry Valence is typically  the number of electrons needed to fill the outermost shell of an atom. Because exceptions exist, the more general definition of valence is the number of electrons with which a given atom generally bonds or number of bonds an atom forms. (Think iron, which may have a valence of 2 or a valence of 3.) The IUPAC formal definition of valence is the maximum number of univalent atoms that may combine with an atom. Usually, the definition is based on the maximum number of either hydrogen atom or chlorine atoms. Note the IUPAC only defines a single valence value (the maximum), while atoms are known to be capable of displaying more than one valence. For example, copper commonly carries a valence of 1 or 2. Example A neutral carbon atom has 6 electrons, with an electron shell configuration of 1s22s22p2. Carbon has a valence of 4 since 4 electrons can be accepted to fill the 2p orbital. Common Valences Atoms of elements in the main group of the periodic table may display a valence between 1 and 7 (since 8 is a complete octet). Group 1 (I) : Na in NaClGroup 2 (II) : Mg in MgCl2Group 13 (III) : Al in AlCl3Group 14 (IV) : C in CO (double bond) or CH4 (single bonds)Group 15 (V) s are N in NH3 and P in PCl5Group 16 (VI) : O in H2OGroup 17 (VII) s: Cl in HCl Valence vs Oxidation State There are two problems with valence. First, the definition is ambiguous. Second, its just a whole number, without a sign to give you an indication of whether an atom will gain an electron or lose its outermost one(s). For example, the valence of both hydrogen and chlorine is 1, yet hydrogen usually loses its electron to become H, while chlorine usually gains an additional electron to become Cl-. The oxidation state is a better indicator of the electronic state of an atom because it has both magnitude and sign. Also, its understood an elements atoms may display different oxidation states depending on the conditions. The sign is positive for electropositive atoms and negative for electronegative atoms. The most common oxidation state of hydrogen is 8. The most common oxidation state for chlorine is -1. Brief History The word valence was described in 1425 from the Latin word valentia, which means strength or capacity. The concept of valence was developed in the second half of the 19th century to explain chemical bonding and molecular structure. The theory of chemical valences was proposed in an 1852 paper by Edward Frankland.

Risk Assessment Practices at Happy Valley Play School Essay

Risk Assessment Practices at Happy Valley Play School - Essay Example Happy valley recognizes its obligation to protect the well-being of all children and youngsters, via a commitment that protects them. This paper will examine the risk assessment at Happy Valley Pre-school. The policy at Happy Valley Pre-school recognizes that the wellbeing of a child is paramount. All children irrespective of age, gender, disability racial, heritage, religious belief, identity or sexual orientation have an entitlement to equal safeguarding from all kinds of abuse or harm. To achieve this, Happy Valley preschool operates in partnership with parents, children, young people, caregivers as well as other agencies crucial in upholding young people’s wellbeing. The objective of the policy is to afford fortification for the young people and children who obtain Happy Valley services, together with the kids of adult affiliates or users. The policy also provides volunteers and staff with direction on processes they ought to embrace upon the event they suspect a young person or a child could be undergoing, or may be at harm or risk of. The policy applies to all staff, paid staff, agency staff, seasonal and volunteers workers, students and everyone else working in the best interests of Happy Valley preschool(Gandy 2008). The chosen senior associates of staff have to attend legal child safety training prescribed by the regional safeguarding children panel. The stipulation must guarantee every staff obtains child safety training fitting to their responsibilities and roles, particularly staff that are new to the school, every three years. Each staff whether voluntary or paid, supply workers, students, are subjected to CRV (criminal vetting) (Dept. of Ed. UK 2012). Happy Valley pre- school aids in preventing abuse through identifying as well as providing prospects for young people and children to cultivate concepts, skills, knowledge and attitudes that enable them to

UK National Health Services Essay Example | Topics and Well Written Essays - 1500 words

UK National Health Services - Essay Example The UK National Health Services has long delivered care and public health programmes through primary care. The community oriented primary care based on general practice populations and other health workers has debatably been able to make a significant headway against all odds mainly because of failure of primary care population failing to assume responsibility and proactive ownership of the process involved in improving the health of the population. The ideal would have been tailoring the primary care according to the local needs to a personalized care. Despite predominantly biomedical and humanist orientation, general practice in the United Kingdom has long been infused with knowledge and skills traditionally associated with public health medicine. The philosophy involves protecting, maintaining, and generating good health through a combination of individual and family assessments and provision of a supportive environment. This policy, to be able to be successful, demands closer working relationships between the public and the professional and the system acting as an integrating catalyst between the two and the policies building the ground rules for close collaboration and exchanges. The clinician in this framework has essentially dual responsibility in the sense that he needs to devise and implement anticipatory measures to reduce the risk of a future illness within the guidelines of the framework as well as to treat the disease in case of an incidence. Assuming the responsibility of both community and clinical function is painstaking since this calls for establishment of a new alliance between the health professionals and patient population to co-produce health in a joint venture. Unfortunately even though, this is sound theoretically, practically, the market-oriented reforms in the health services in an attempt to redefine and strengthen the discipline of health services did not help much to improv e the perceived the decline in the quality of care. This happened essentially due to a fault in the framework itself. The desired result and improvement was never achieved since the internal market within the service framework tended to separate the roles of health authorities and practitioners. The public health professionals sought to develop strategic planning and purchasing functions within the health authorities mainly to remain in control as they were, and in contrast, the fund holders dismissed the constraining disciplines of needs assessment and service evaluations (Majeed, A., 2003). Child Health Services: It is important to consider child health services in the framework. It is an important indicator for quality of care services. United Kingdom health services pay particular attention to the children in need. Children in need are defined as those who will be unable to achieve and maintain a reasonable standard of health or those whose health or development is likely to be significantly impaired or further impaired without services. This puts in place services for the children in need, for the children with disabilities, with family difficulties, and with poverty. Using school health as an example, the problems are known to be encountered liaising with the education

India Essay Example | Topics and Well Written Essays - 1000 words

India - Essay Example Hinduism practices a diversity of beliefs. The first and major belief of Hinduism is the belief in the sacred reality, which is founded upon Brahman. Brahman is the ultimate authority on sacred reality. He is considered as the manifest basis of the entire unmanifest (Griffin, 1). This means that Brahman is the manifestation of all the Vedic gods and this makes him the creator and the creation itself. He thus considered being eternal, changeless, perfect and absolute (Griffin, 1). The effect of this belief in humanity is the foundation of the belief in a supreme being. Human beings practice religion due to the belief in a supreme being, which is seen as the source of creation and authority on earth. The Supreme Being is depicted as one that must be accorded respect and obedience to its laws and teachings. It is this belief in a Supreme Being that evidences the aspect of humanity that demands respect to be accorded to the Supreme Being. The belief on life, death and reincarnation taugh t by Brahman is an indication of the perceptions held by human beings on life after death and the origin of life. The second vision of India is founded upon the teachings of Buddha. Unlike Hinduism, Buddhism dies not believe in creation or the existence of a creator god. It instead teaches on the impermanence of all reality and the need to focus on experiencing the present. It also teaches on the absence of an entity within the human body. This means that contrary to other human religions that lay an emphasis on the human soul, Buddhism does not place any belief on the existence of the human soul. Rather, it places belief on reincarnation and the need to preserve high standards of morality. In this respect, Buddhism explains humanity as independent existence guided by faith and high moral codes (Griffin, 1). Sikhism, on the other hand, has some degree of monotheism. It places belief on all powerful, magnificent, and immanent being. As opposed to the other visions, Sikhism place beli ef on creation. It insists that the world was created by the utterance of god. This view explains the source of humanity as originating as a creation by the divine being. According to this vision, humanity arose by creation. Jainism, like Buddhism and Hinduism, does not believe in creation but rather in reincarnation as the source of humanity. However, as opposed to the other visions, it places firm belief on the law of nature. This is the law of Karma, which may be described as the human soul, and is responsible for governing human conduct through the notion that bad deeds collect on the karma making it sticky. All these visions of India, though dissimilar in some aspects, converge on the insistence of divinity arising from nature. It is this convergence in these visions that may be used to argue that these similarities form the Indian vision on humanity. 2 The views of the visions of India are different from Europe and North East countries. The ‘mother vision’ of Indi a is Hinduism that has influenced other religions in a great way. The religions affected in India are Islam, Christianity, Sikhism, Buddhism, Jainism and Baha’i. India has accepted different religions to be practiced by its citizens and has fostered on the freedom of worship, which has been the main factor that has promoted the diverse worship of religion. The vision, Hinduism refers to different types of believes and religion practices that religious individuals practices to their different

Market Segmentation In Radio Listening Habits

Market Segmentation In Radio Listening Habits Market segmentation plays an important role in radio listening habits due to three important reasons. Firstly, it allows marketers to identify groups of listeners with similar needs and facilitate the analysis of characteristics and listening behaviour of these groups (Soutar Clarke 1983; Kent 1994; Arjona et al. 1998). Secondly, segmentation provides marketers with critical information that are necessary for designing marketing mixes that are consistent with the characteristics and desires of one or more segments (Arjona et al. 1998; Gatfield 2006). Thirdly, segmentation allows radio stations achieved its objectives while satisfying the needs and wants of its customers and listeners (Fitzgerald 2004; Gatfield 2006). According to past research done on radio listening habits had indicated that lifestyle segmentation is an appropriate and effective approach adopted by marketing managers to reach its target audiences (Massy 1971; Soutar Clarke 1983; Evans, Lawson Todd 2006). Therefore, this quantitative study will be focusing on a key research question Do lifestyle predicts radio listening patterns for 6WF and 96FM Radio Station? Firstly, an external market research company was engaged to conduct phone interviews within the Perth metropolitan area and respondents were asked to respond to 43 key sets of AIO (activity, interest and opinion statement). The AIO approach is one of the most common approach use by scholars to measure consumers lifestyle (Li 2004). Respondents lifestyle can be assess through a 1-7 likert scale measurement (where 1 stands for strongly disagree and 7 stands for strongly agree) (Cicia et al. 2010). Appendix 1 shows the AIO questionnaire. Responses were obtained from 400 household in metropolitan Western Australia. Secondly, factor analysis will be used to identify the latent construct of questionnaire as this is commonly use in business research (Hair Jr et al. 2010). A Confirmatory Factor Analysis (CFA) will be used to verify all the questionnaire are categorized under the latent dimensions as proposed by previous theories or literatures (Soutar Clarke 1983) because the research will be using the 43 seven-point Lickert scale items to gauge if lifestyle influence a respondents listening habits. Thirdly, according to Leung, Fund and Lee (2009) a stepwise regression analysis is an appropriate method used to predict if lifestyle plays an important role in affecting radio listening habits. But before a factor analysis can be conducted the assumption of sample size, normality, linearity, outliers among cases, multicollinearity and singularity, factorability of the correction matrix and outliners among variables before analysis must be conducted. Results: The assumption on sample size was adequate as the research is based on 400 responses which are higher than the rule of thumb of 100. Thus, the sampling size is adequate for a factor analysis. When testing for normality on the AIO items, most of the AIO items seem to be normal with the exception of AIO8, 10,11,14,25,31,32,38. These 8 cases also had a series of outliners. Therefore, a data transformation will be required to determine if these questions can be kept for the analysis. After a series of data transformation, normality could not be achieved. Even with the deletion of outliners, normality was not achievable. Therefore these questions were eliminated from the analysis. Thus a total of 35 AIO items will be used. AIO8: AIO10 AIO11 AIO14 AIO25 AIO31 AIO32 AIO38 Reliability Statistics Cronbachs Alpha Cronbachs Alpha Based on Standardized Items .732 .739 The reliability statistic as indicated above has a result higher than Cronbachs alpha .70, which indicates an acceptable degree of internal consistency. Confirmatory Factor Analysis will be conducted to verify the hidden dimension of lifestyle towards listening habits as well as to determine the number of items categorized under each hidden dimension. The factorability of a correlation matrix can be detected via the Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy. In relation to this, the measure of sampling adequacy for each item (as shown on the diagonal of the anti-image correlation matrix) is larger than .5. Anti-image Matrices Extraction Method: Principal Component Analysis. The Communalities table shows the communalities value for each of the 35 items in the AIO questionnaire. Note that aio39 (I listen to the radio for a specific announcer or DJ) shows the highest communalities (.832), whereas aio5 (I have traditional ideas about most things) shows the lowest communalities (.413). The value of the initial communalities represents the percentage of variance in each item that can be explained by all possible factors. Hence, the value of initial communalities of (1.000) means that 100% of the variance in an item can be explained by all possible factors. On the other hand, the value of extracted communalities represents the percentage of variance in each item that can be explained by the extracted factors via the Principal Component (PC) Analysis. Hence the value of the extracted communalities is smaller as compared to the value of initial communalities. Based on the Total Variance Explained table, we can conclude that only 13 factors (with eigen value of more than 1) have been extracted via Principal Component (PC) Analysis. The first extracted factor can explain 11.448% in the items; the second factor can explain 10.115% of the variance in the items, all the way to the 11th extractor factor which explained 3.015% of the variance in the items. These 11 extracted factors can explain 65.518% of the variances in the AIO questionnaire items. Total Variance Explained Extraction Method: Principal Component Analysis. The Rotation Sums of Squared Loadings column reports information on the extracted factors with their respective eigen values, the percentage of variance and the cumulative percentage of variance explained by the extracted factor after the Varimax rotation. Only 11 factors (with eigen value of 1.055 to 4.007 respectively have been extracted. The first extracted factor can explain 7.744% of the variance in the items whereas the 11th factor can explain 3.727% of the variance in the items. As a whole, these 11 factors can explain 65.518% of the variance in questionnaire items. The Varimax rotation has changed the percentage of variance explained by the 11 factors (for example Factor 1 from 11.448% to 7.744%). The scree plot displays the eigen value for each of the factor. The plotted eigen value is based on the eigen value reported in Extraction Sum of Squared Loadings column. From the scree plot, observation can be made that there are two dominant factors with an eigen value of greater than 3.540. The Varimax rotation with Kaiser Normalization is conducted to better categorize the component matrix. Each item of the questionnaire that best suited a particular component will be categorized together and highlighted in different colors. For example, component 1 consists of items with a factor loading of 0.831 to 0.874. Appendix 2 provides the series of AIO questions associated to each component. Examination of the items grouping in each component allows the representation of a conceptually distinct aspect of lifestyle to radio listening as indicated in Appendix 2. The Rotated Component Matrix provide a form of content validity as it provide an assessment of the correspondence of the variables to be included in each component and its conceptual definition. This form of validity, also known as face validity, subjectively assesses the correspondence between the individual items and the concept through ratings (Hair Jr et al. 2010). For example, items in component 1 can be classified under a main concept or variables TV Addicts. The mean score of items associated to each component will be computed through the Transform Compute Variables function, for example, mean(aio27,aio20,ai04) of each respondent to form a new variables call Lifestyle_TV_Addicts. Rotated Component Matrixa Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. The computed data had resulted in 11 newly created variables that can be used to perform a multiple regression and provide information if lifestyle influence radio listening behaviour. The list of newly created variables can be found in Appendix 2. A stepwise linear regression will be conducted to address the below mentioned research question: What contributions do the 11 variables make to the prediction of radio listening preference of each radio station? Null Hypothesis: Lifestyle influence radio listening preference Alternate Hypothesis: Lifestyle does not influence radio listening preference Radio Station: 6WF Variables Entered/Removeda Model Variables Entered Variables Removed dimension0 1 Lifestyle_Cultural_Classical . 2 Lifestyle_Fashion . 3 Lifestyle_Outdoor . a. Dependent Variable: q3wf The table above shows the order in which the variables were entered and removed from the model. 3 variables were added and none were removed. In addition, an examination of the Mahalanobis distance MAH_1 values had indicated that there are no multivariate outliers among the independent variables as there are no values that are greater than or equal to the critical chi square value of 13.8 at an alpha level of .001 (Coakes, Steed Ong 2010). Model Summaryd Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics R Square Change F Change df1 df2 dimension0 1 .279a .078 .075 1.991 .078 33.576 1 398 2 .332b .111 .106 1.958 .033 14.603 1 397 3 .375c .141 .134 1.927 .030 13.968 1 396 a. Predictors: (Constant), Lifestyle_Cultural_Classical b. Predictors: (Constant), Lifestyle_Cultural_Classical, Lifestyle_Fashion c. Predictors: (Constant), Lifestyle_Cultural_Classical, Lifestyle_Fashion, Lifestyle_Outdoor d. Dependent Variable: q3wf The above model summary indicated that model 1, which included only Lifestyle_Cultural_Classical accounted for 7.5% of the variance (adjusted R Square = 0.075). The inclusion of Lifestyle_Fashion in model 2 resulted in an additional 3.1`% of the variance explained. The inclusion of Lifestyle_Outdoor into model 3 resulted in an additional 2.8% of the variance explained (R Square change = 0.03). The whole model accounted for 13.4% of the variance in radio listening preference, which is highly significant, as indicated by the F-value of 21.635 in the ANOVA table below. ANOVAd Model Sum of Squares df Mean Square F Sig. 1 Regression 133.105 1 133.105 33.576 .000a Residual 1577.792 398 3.964 Total 1710.897 399 2 Regression 189.082 2 94.541 24.663 .000b Residual 1521.815 397 3.833 Total 1710.897 399 3 Regression 240.931 3 80.310 21.635 .000c Residual 1469.967 396 3.712 Total 1710.897 399 a. Predictors: (Constant), Lifestyle_Cultural_Classical b. Predictors: (Constant), Lifestyle_Cultural_Classical, Lifestyle_Fashion c. Predictors: (Constant), Lifestyle_Cultural_Classical, Lifestyle_Fashion, Lifestyle_Outdoor d. Dependent Variable: q3wf The ANOVA assess the overall significance of the model. As p Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) 1.120 .267 Lifestyle_Cultural_Classical .384 .066 2 (Constant) 2.016 .352 5.732 Lifestyle_Cultural_Classical .444 .067 .323 6.625 Lifestyle_Fashion -.266 .070 -.186 -3.821 3 (Constant) 1.280 .398 3.213 Lifestyle_Cultural_Classical .452 .066 .329 6.856 Lifestyle_Fashion -.306 .069 -.214 -4.413 Lifestyle_Outdoor .221 .059 .176 3.737 Dependent Variable: q3wf Therefore the overall strength of the model in predicting lifestyle influence on radio listening preference for 6WF is as follow: Adjusted R square = .134; F3,396 = 21.635, p Predictor Variable Beta p Lifestyle_Cultural_Classical .329 p Lifestyle_Fashion -.214 p Lifestyle_Outdoor .176 p Radio Station: 96FM Variables Entered/Removeda Model Variables Entered Variables Removed dimension0 1 Lifestyle_Radio_Addicts . 2 Lifestyle_Tradition . 3 Lifestyle_Cultural_Classical . 4 Lifestyle_Conservative . 5 Lifestyle_Follower . 6 Lifestyle_Fashion . 7 Lifestyle_TV_Addicts . a. Dependent Variable: q396fm The table above shows us the order in which the variables were entered and removed from the model. Seven variables were added and none were removed. In addition, an examination of the Mahalanobis distance MAH_2 values had indicated that there are no multivariate outliers among the independent variables as there are no values that are greater than or equal to the critical chi square value of 13.8 at an alpha level of .001 (Coakes, Steed Ong 2010). Model Summaryh Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics R Square Change F Change df1 df2 dimension0 1 .273a .074 .072 2.448 .074 31.961 1 398 2 .365b .133 .129 2.371 .059 27.051 1 397 3 .417c .174 .168 2.318 .041 19.607 1 396 4 .449d .201 .193 2.282 .027 13.358 1 395 5 .468e .219 .209 2.260 .017 8.795 1 394 6 .479f .229 .218 2.248 .011 5.388 1 393 7 .488g .239 .225 2.237 .009 4.788 1 392 a. Predictors: (Constant), Lifestyle_Radio_Addicts b. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition c. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical d. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative e. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower f. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower, Lifestyle_Fashion g. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower, Lifestyle_Fashion, Lifestyle_TV_Addicts h. Dependent Variable: q396fm Model 1, which included Lifestyle_Radio_Addicts accounted for 7.2% of the variance (Adjusted R Square 0.072). The inclusion of Lifestyle_Tradition into model 2 resulted in an additional 6% of the variance being explained (R Square Change = .059). The inclusion of Lifestyle_Cultural_Classical in model 3 resulted in an additional 4% of the variance being explained (R Square Change = .041). The inclusion of Lifestyle_Conservative in model 4 resulted in an additional 3% of the variance being explained (R Square Change = .027). The inclusion of Lifestyle_Follower in model 5 resulted in an additional 2% of variance explained (R Square Change = .017). The inclusion of Lifestyle_Fashion into model 6 resulted in an additional 1% of the variance explained (R Square Change = .011). Lastly, the inclusion of Lifestyle_TV_Addicts into model 7 resulted in an additional 1% of the variance explained (R Square Change = .009). The whole model accounted for 22.5% of the variance, which is highly signifi cant as indicated by the F-value of 17.547. ANOVAh Model Sum of Squares df Mean Square F 1 Regression 191.481 1 191.481 31.961 Residual 2384.479 398 5.991 Total 2575.960 399 2 Regression 343.593 2 171.797 30.552 Residual 2232.367 397 5.623 Total 2575.960 399 3 Regression 448.908 3 149.636 27.858 Residual 2127.052 396 5.371 Total 2575.960 399 4 Regression 518.486 4 129.622 24.885 Residual 2057.474 395 5.209 Total 2575.960 399 5 Regression 563.413 5 112.683 22.060 Residual 2012.547 394 5.108 Total 2575.960 399 6 Regression 590.630 6 98.438 19.486 Residual 1985.330 393 5.052 Total 2575.960 399 7 Regression 614.586 7 87.798 17.547 Residual 1961.374 392 5.004 Total 2575.960 399 a. Predictors: (Constant), Lifestyle_Radio_Addicts b. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition c. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical d. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative e. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower f. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower, Lifestyle_Fashion g. Predictors: (Constant), Lifestyle_Radio_Addicts, Lifestyle_Tradition, Lifestyle_Cultural_Classical, Lifestyle_Conservative, Lifestyle_Follower, Lifestyle_Fashion, Lifestyle_TV_Addicts h. Dependent Variable: q396fm The ANOVA assess the overall significance of the model. As p Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) .534 .537 Lifestyle_Radio_Addicts .599 .106 2 (Constant) 1.858 .579 3.208 Lifestyle_Radio_Addicts .566 .103 .258 5.505 Lifestyle_Tradition -.346 .067 -.243 -5.201 3 (Constant) 3.021 .624 4.841 Lifestyle_Radio_Addicts .624 .101 .284 6.152 Lifestyle_Tradition -.390 .066 -.274 -5.921 Lifestyle_Cultural_Classical -.348 .079 -.206 -4.428 4 (Constant) 4.330 .711 6.088 Lifestyle_Radio_Addicts .651 .100 .296 6.503 Lifestyle_Tradition -.353 .066 -.248 -5.371 Lifestyle_Cultural_Classical -.292 .079 -.173 -3.696 Lifestyle_Conservative -.363 .099 -.170 -3.655 5 (Constant) 4.539 .708 6.413 Lifestyle_Radio_Addicts .723 .102 .329 7.084 Lifestyle_Tradition -.330 .065 -.232 -5.042 Lifestyle_Cultural_Classical -.312 .079 -.185 -3.975 Lifestyle_Conservative -.351 .098 -.164 -3.568 Lifestyle_Follower -.195 .066 -.137 -2.966 6 (Constant) 4.187 .720 5.815 Lifestyle_Radio_Addicts .679 .103 .309 6.567 Lifestyle_Tradition -.325 .065 -.228 -4.984 Lifestyle_Cultural_Classical -.351 .080 -.208 -4.394 Lifestyle_Conservative -.359 .098 -.168 -3.663 Lifestyle_Follower -.220 .066 -.155 -3.316 Lifestyle_Fashion .193 .083 .110 2.321 7 (Constant) 4.560 .737 6.191 Lifestyle_Radio_Addicts .666 .103 .303 6.463 Lifestyle_Tradition -.297 .066 -.208 -4.490 Lifestyle_Cultural_Classical -.360 .080 -.213 -4.525 Lifestyle_Conservative -.333 .098 -.156 -3.395 Lifestyle_Follower -.203 .067 -.143 -3.053 Lifestyle_Fashion .210 .083 .120 2.526 Lifestyle_TV_Addicts -.162 .074 -.101 -2.188 a. Dependent Variable: q396fm Therefore the overall strength of the model in predicting lifestyle influence on radio listening preference for 96FM is as follow: Adjusted R Square = .225, F7,392 = 17.547, p Predictor Variable Beta p Lifestyle_Radio_Addicts .303 p Lifestyle_Tradition -.208 p Lifestyle_Cultural_Classical -.213 p Lifestyle_Conservative -.156 p = 0.001 Lifestyle_Follower -.143 p = 0.002 Lifestyle_Fashion .120 p = 0.012 Lifestyle_TV_Addicts -.101 p = 0.029 The models representing both radio stations, 6WF and 96FM, are not a good model as they only explained 13.4% and 22.5% of the variance (R Square) in radio listening preference. Therefore, lifestyle can be seen as an insignificant predictor of radio listening preference. Therefore, the H0 will be rejected and H1 will be accepted and conclude that lifestyle does not influence radio listening preference. Conclusion: It is apparent that, the two radio stations, 6WF and 96FM, did not have distinct audiences with different lifestyle. This is a direct contrast to the previous research conducted by Soutar and Clarke (1983) that concluded lifestyle plays a role in influencing radio listening patterns. Therefore, the respective radio stations program manager need not have distinct radio programming policy to attract a different group of audiences. However, the research has indicated that lifestyle plays a more important role in predicting the radio listening preference for 96FM than 6WF because the model represented in the regression analysis managed to explained 22.5% of the variance, which is 9.1% more than the 6WFs model (13.4% of the variance explained). Bibliography Arjona, LD, Shah, R, Tinivelli, A Weiss, A 1998, Marketing to the Hispanic Consumer, The McKinsey Quarterly, vol. 1, no. 3. Cicia, G, Corduas, M, Del Giudice, T Piccolo, D 2010, Valuing Consumer Preferences with the CUB Model: A CaseStudy of Fair Trade Coffee, International Journal on Food System Dynamics, vol. 1, pp. 82-93. Coakes, SJ, Steed, L Ong, C 2010, SPSS Version 17.0 for Windows: Analysis without anguish, Wiley, Milton, Qld. Evans, S, Lawson, R Todd, S 2006, New Zealand in the 21st century: A consumer lifestyles study, NZ Post, Loyalty NZ, University of Otago Fitzgerald, J 2004, Evaluating Return on Investment of Multimedia Advertising with a Single-Source Panel: A Retail Case Study, Journal of Advertising Research, vol. 44, no. 3, pp. 262-270. Available from: ufh. Gatfield, T 2006, Community Radio Broadcasting and Positioning an Australian Perspective, Marketing Review, vol. 6, no. 2, pp. 183-189. Available from: buh. Hair Jr, JF, Black, WC, Babin, BJ Anderson, RE 2010, Multivarate Data Analysis: A Global Perspective, Seven edn, Pearson, Upper Saddle River, New Jersey. Kent, R 1994, Measuring Media Audiences, Routledge, London. Leung, L, Fung, AYH Lee, PSN 2009, Embedding into out lives: New opportunities and challenges of the internet, The Chinese University Press, NT, Hong Kong. Li, S-CS 2004, Examining the factors that influence the intentions to adopt internet shopping and cable television shopping in Taiwan, New Media Society, vol. 6, no. 2, pp. 173-193. Massy, WF 1971, Discriminant Analysis of Audience Characteristics, in Multivariate Analysis in Marketing, ed. D Aaker, Wadsworth, California. Soutar, JN Clarke, YM 1983, LIFE STYLE AND RADIO LISTENING PATTERNS IN PERTH, WESTERN AUSTRALIA, Australian Journal of Management, vol. 8, no. 1, p. 71. Available from: buh. Appendix 1 AIO Questionnaire

Urban Legend about College Students Essay -- Urban Legends

Aren’t You Glad You Didn’t Turn On the Lights? College campuses have been known to be popular breeding grounds for rumors. Ask any college student walking around a typical campus for the latest gossip, and they may flood you with more stories, quips, and anecdotes than you may have ever asked for. Some of these stories lead to codes and rules for living safely on campus, as urban legends about campus-related murders and crimes begin to circulate more frequently. In addition, these stories may deal with some supernatural elements. With the increased security alerts nationwide, caution is exercised in all circumstances and a bit of the anxiety and security alerts have spread to American colleges as well. One of these urban legends deals with what happened to â€Å"two girls at some college.† A college student from University of Maryland, Baltimore County recites his tale about the murder of a young girl at an unnamed college. The storyteller is twenty, and currently lives in Rockville, Maryland. A Chinese-American student, he is majoring in the mechanical engineering field and â€Å"considers [himself] to be a normal guy.† Both his parents work in the restaurant industry. He told me the following story in a face-to-face interview: I heard this from my friend about two girls at some college. I think they were like freshmen or something. But they lived together, I think in a dorm room together and one of them left the room, and the other one was sleeping. The girl who left, had left their door unlocked, and the lights off, and when she came back from the party she went straight to sleep in the dark. (Thinks to himself.) When she woke up, her friend was murdered and there was blood everywhere. I think later on they said t... ... female victims in mind to raise safety awareness among female students living on college campuses. Women are primary victims of crimes more strongly influenced by the gender factor; they have been known to be easily overpowered by men (assuming the attacker is male!). A male victim may be able to fight back his attacker, but for a female it seems that their best line of defense is simply locking the door. Works Cited â€Å"Aren’t You Glad You Didn’t Turn On the Light?† Urban Legends & Superstitions. http://urbanlegendsonline.com/lightsoff.html Dazey, Josh. â€Å"Campus puts students at undue risk: while restricting â€Å"basic natural rights†. Ifeminists. Feb 12, 2002. http://www.ifeminists.net/introduction/editorials/2002/0212b.html Emery, David. â€Å"Halloween Campus Massacre ’98.† About. Oct 28, 1998. http://urbanlegends.about.com/library/weekly/aa102898.htm

Action plan for PV Technologies †when they asleep at the switch Essay

Problems / Issues faced by the PV Technologies: As per the information from Sales Manager Mr.Salvatori, PVT might lose the contract against SOMA energy and BJ Solar from the bidding, which is one of the high visibility project conducted by Solenergy Development LLC who won to construct a PV solar energy Power Plant. Mr. Greg Morgan – Chief Engineer conducted the evaluation of the bidders and the assumed outcome is that PVT will be out of the running potential supplier because of the price compared to other bidder though the quality of the product is incomparable. If PVT loses this contract then its reputation and position in the Market Place are at stake as the announcement might through a press conference. Action Plan for PVT: 1. Competitor analysis – We should never underestimate the competitor and should analyse competitor before we bid or approach for any kind of order. They should know what are their offerings, price structure, services offered, value offered and geographic location. 2. Increase Marketing Efforts: The major disadvantage of PVTs lacking in reaching or communicating their product line and service to the clients/customer. They should start PR activities to improve their reach and increase their client relationship as well as customer base. In today’s market they should not rely on only the quality, Sales people contacts and services offered to the customer, rather advertisement / PR activities should drive the customer to approach PVT . There should be a proper line of communication credible source of information and proper way of communication (Internal and external) is needed. 3. Line of Communication: They should also not rely on the information by the sales people which made them react even when the source of information was unethical. Losing a customer like Solar Energy will put their reputation in trouble in the industry. Plan of action to win the  current bidding Since the management is concerned about the decision taken by Solenergy, they should have a casual talk with Morgan and know the exact situation of the bidding. Recommendation for PVT would be to offer its new product, accelerate the introduction of their new 1.25MW model which is 98.5% efficiency. Introducing this new product, might be appealing for Solenergy in all means like efficiency, reliability, service and most importantly price of the inverter which is much lesser than the competitor. Choosing other options like extending warranty to 20 years or offering 99% uptime guarantee at no cost will lead to a lot of disadvantages to PVT to sustain in the market and for future orders as well. Disadvantage by offering Option1: †¢   Solenergy will have to pay a high price upfront. †¢   Though the quality of the PVT inverter is reliable still PVT will have to increase manpower for the purpose of maintenance. †¢   This option will lead to additional expenses and more complications in the future.   Ã¢â‚¬ ¢Ã‚   Offering this option dilute the market (by increasing the service offered will increase the expectation from customer for every order) and will affect future orders too. Disadvantage by offering Option 2: †¢Ã‚  Unexpected cost from the failure of the product ( due to Climate condition / economic factor / Power source ) can put PVT into huge loss. †¢Ã‚  Increasing manpower only for the purpose of maintenance. †¢ Margin in this offering is also very low for PVT. Orders should not be taken for the sake of reputation. †¢ Market will get diluted Overall the competitors can also offer these options (Option 1 and Option 2 – Annexure 1 and 2), as they want to enter the market. Since it will reach a broader segment of people, it will be a value addition for the competitor to offer the same (alternatives), enter the market and acquire a new client. The competitor’s revenue can also increase for the year. By offering a new product (Option 3) they can regain top standard and reputation, and possibly close the deal with them. However, they need to think of a way in which the acceleration of this product will not hurt them financially and can still be delivered to Solenergy on time and possibly reduce the manufacturing cost. Solenergy too can claim that they were the first ones to employ the latest technology and the most robust management system. The advantage by offering Option 3 will be that competitor cannot offer a new highly efficient product in such a short span of time. Since PVT is known for its Research and development and product innovation, this would be the ideal option for winning this bid. Drivers for Renewable energy: Key factors for the competitor to offer a best possible solution. Market for alternative source of energy is in a growing stage. Rising energy  cost, unstable oil market, environmental awareness, tax incentives are the main drivers towards the growth of renewable energy. Market value for 2010 was $6 billion more than 100% growth from the previous year and the market for solar PV forecasted to increase by 30.4% CAGR for the period of 2010-15. It’s a vision of a federal government to depend on the renewable energy to produce 80% of the electricity by the year 2035. Around the world, 85% of electricity is being derived from oil, gas and coal and less than 1% are from solar energy, so there is great potential in the market for growth. PVT is a pioneer in renewable energy supply to more than 25 countries with their quality and effective product. The below calculation are done as per the calculation in the PVT option like the following :   Total cost of Sale : 60% of the total Project Value Warranty Expenses & Premium : 18% of the Total Value Maintenance Contract Income : 8.9% of the Total Value Gross Expenses – Guarantee : 38.7% of the Total value Maintenance Contract Expenses : 8% of the Total value Sales Commission : .4% of the Total Value Annexure :1 Considering if SOMA uses the alternative Current Alternative1 Total Project value Warranty Premium Maintenance Contract Income Total Revenue Total cost of Sales Warranty Expenses Gross Expenses – Gurantee Maintenance Contract Expenses Sales Commission Project cost of sales Project Gross Profit 17000000 10200000 68000 10268000 6732000 17000000 3060000 20060000 10200000 3060000 68000 13328000 6732000 Alternative2 17000000 1513000 18513000 10200000 6592385 1369444 68000 18229829 283171 Annexure 2: Considering if the BJ Solar uses the alternative Current Alternative1 Total Project value Warranty Premium Maintenance Contract Income Total Revenue Total cost of Sales Warranty Expenses Gross Expenses – Gurantee Maintenance Contract Expenses Sales Commission Project cost of sales Project Gross Profit 16000000 9600000 64000 9664000 6336000 16000000 2880000 18880000 9600000 2880000 64000 12544000 6336000 Alternative2 16000000 1424000 17424000 9600000 6204597 1288889 64000 17157486 266514