Online Learning Essay

Chapter 11, 12, 13 Questions: Please answer all the questions below in complete sentences. In addition, please make sure to write your answers in a font color other than black. In Chapter 11, page 83 of our textbook, Power Up, A Practical Student’s Guide to Online Learning, the authors discuss Study Skills. 1. In your own words, please summarize the three bullet points in the section entitled Paying Attention. In order to gain the full understanding of the readings during class, one must put his or her focus to the fullest towards the main subject. 2. The authors believe that note taking is dependent on your learning style. That said, how do they define effective note taking in an online course? I believe not taking in an online course mainly include: save all the assignments, read all the announcements, and print out what is necessary. 3. In the section entitled â€Å"Testing in the Online Environment,† the authors make three points. Please summarize in your own words about the importance of pacing yourself with respect to an online test? Most of online tests are timed. Students must be prepared for any circumstances. In other words, complete the tests or quizzes early In Chapter 12, the authors discuss evolving learners and present us with a 21st century model (See image on page 88). 1. Using the textbook as a guide, please define the following concepts in one sentence: a. Learning and Innovation Skills: Define: these skills include originality, inventiveness and adaptability, critical thinking and problem solving. b. Information, Media, and Technology Skills: Define: the ability to communicate competently in all media forms as wells as access, understand, analyze evaluate and participate with the powerful mass media culture. c. Life and Career Skills: Define: Mastery of 21-century Technology must be accompanied by such personal qualities as initiative and self-direction, social and cross-cultural awareness. 2. What do the authors have to say about gaming and simulation? Please summarize below in your own words. In games, people are bounded to the fact that there are no negative consequences of such. In other words, it allowed leaners to take risk without being punish. 3. Mobile Devices are connecting learners to the learning process. What are some of the benefits of mobile devices with respect to online learning? Quick access to required resources if you are not near a computer Easily maintained wireless connectivity The ability to study familiar tools you already regularly The conveniences of downloading lectures and other audio to smartphones for use at your leisure. In Chapter 13, the authors discuss computer concerns with respect to online learning. 1. In your own words, please define the following terms: a. Hardware: Define: it’s a term used to describe the parts of your computer that are tangible and take up space on your desk. b. Monitor: Define: is the screen on which the computer projects images of your computeer desktop or different software programs such as word or excel. c. Keyboard: Define: contains the alphabetic, numeric and other button you use to type messages and documents. d. Memory: Define: Part of your computer that retains information for future retrieval e. Operating System: Define: An operating system acts like a bridge between the user and the CPU 2. What is commonly used presentation software in an online environment? The common use for presentation software is simply to demonstrates the outline of a lecture.

The Return: Nightfall Chapter 10

Elena was serenely happy. Now it was her turn. Stefan used a sharp wooden letter opener from his desk to cut himself. Elena always hated to see him do this, use the most efficient implement that would penetrate vampire skin; so she shut her eyes tightly and only looked again when red blood was trickling from a little cut on his neck. â€Å"You don't need to take a lot – and you shouldn't,† Stefan whispered, and she knew he was saying these things while hecould say them. â€Å"I'm not holding you too hard or hurting you?† He was always so worried. This time,she kissedhim . And she could see how strange he thought it was, that he wanted kisses more than he wanted her to take his blood. Laughing, Elena pushed him flat and hovered over him and went for the general area of the wound again, knowing that he thought she was going to tease him. But instead she fastened herself on the wound like a limpet and sucked hard,hard , until she had made him sayplease with his mind. But she wasn't satisfied until she made him sayplease out loud as well. In the car, in the dimness, Matt and Meredith thought of the idea at the same time. She was faster, but they spoke almost together. â€Å"I'm an idiot! Matt, where's the seatback release?† â€Å"Bonnie, you have to unfold her seat backward! There's a little handle, you should be able to reach it and pull up!† Bonnie's voice was hitching now, hiccupping. â€Å"My arms – they're sort of poking into – my arms – â€Å" â€Å"Bonnie,† Meredith said thickly. â€Å"I know you can do it. Matt – is the handle right – under – the front seat or – â€Å" â€Å"Yes. At the edge. One – no, two o'clock.† Matt didn't have breath for more. Once he had grabbed the tree, he found that if he loosened pressure for an instant, it pushed harder on his neck. There's no choice, he thought. He took as much of a deep breath as he could, pushed back on the branch, hearing a cry from Meredith, andtwisted , feeling jagged splinters like thin wooden knives tear his throat and ear and scalp. Now he was free of the pressure on the back of his neck, although he was appalled by how much more tree there was in the car than the last time he had seen it. His lap was filled with branches; evergreen needles were thickly piled everywhere. No wonder Meredith was so mad, he thought dizzily, turning toward her. She was almost buried in branches, one hand wrestling with something at her throat, but she saw him. â€Å"Matt†¦get†¦your own seat! Quick! Bonnie, Iknow you can.† Matt dug and tore into the branches, then groped for the handle that would collapse the backrest of his seat. The handle wouldn't move. Thin, tough tendrils were wrapped around it, springy and hard to break. He twisted and snapped them savagely. His seatback dropped away. He ducked under the huge arm-branch – if it still deserved the name, since the car was full of similar huge branches now. Then, just as he reached to help Meredith, her seat abruptly folded back, too. She fell with it, away from the evergreen, gasping for air. For an instant she just lay still. Then she finished scrambling into the backseat proper, dragging a needle-shrouded figure with her. When she spoke, her voice was hoarse and her speech was still slow. â€Å"Matt. Bless you†¦for having†¦this jigsaw puzzle†¦of a car.† She kicked the front seat back into position, and Matt did likewise. â€Å"Bonnie,† Matt said numbly. Bonnie didn't move. Many tiny branches were still entwining her, caught in the fabric of her shirt, wound into her hair. Meredith and Matt both started pulling. Where the branches let go, they left welts or tiny puncture wounds. â€Å"It's almost as if they were trying to grow into her,† Matt said, as a long, thin branch pulled away, leaving bloody pinpricks behind. â€Å"Bonnie?† Meredith said. She was the one disentangling the twigs from Bonnie's hair. â€Å"Bonnie? Come on, up. Look at me.† The shaking began again in Bonnie's body, but she let Meredith turn her face up. â€Å"I didn't think I could do it.† â€Å"You saved my life.† â€Å"I was so scared†¦.† Bonnie went on crying quietly against Meredith's shoulder. Matt looked at Meredith just as the map light flickered and went out. The last thing he saw was her dark eyes, which held an expression that made him suddenly feel even sicker to his stomach. He looked out the three windows he could now see from the backseat. It should have been hard to see anything at all. But what he was looking for was pressed right up against the glass. Needles. Branches. Solid against every inch of the windows. Nevertheless, he and Meredith, without needing to say anything, each reached for a backseat door handle. The doors clicked, opened a fraction of an inch; then they slammed back hard with a very definitivewham . Meredith and Matt looked at each other. Meredith looked down again and began to pluck more twigs off Bonnie. â€Å"Does that hurt?† â€Å"No. A little†¦Ã¢â‚¬  â€Å"You're shaking.† â€Å"It's cold.† It was cold now. Outside the car, rather than through the once-open window that was now completely plugged with evergreen, Matt could hear the wind. It whistled, as if through many branches. There was also the sound of wood creaking, startlingly loud and ridiculously high above. It sounded like a storm. â€Å"What thehell was it, anyway?† he exploded, kicking the front seat viciously. â€Å"The thing I swerved for on the road?† Meredith's dark head lifted slowly. â€Å"I don't know; I was about to roll up the window. I only got a glimpse.† â€Å"It just appeared right in the middle of the road.† â€Å"A wolf?† â€Å"It wasn't there and then itwas there.† â€Å"Wolves aren't that color. It was red,† Bonnie said flatly, lifting her head from Meredith's shoulder. â€Å"Red?† Meredith shook her head. â€Å"It was much too big to be a fox.† â€Å"Itwas red, I think,† Matt said. â€Å"Wolves aren't red†¦what about werewolves? Does Tyler Smallwood have any relatives with red hair?† â€Å"It wasn't a wolf,† Bonnie said. â€Å"It was†¦backward.† â€Å"Backward?† â€Å"Its head was on the wrong side. Or maybe it had heads on both ends.† â€Å"Bonnie, you arereally scaring me,† Meredith said. Matt wouldn't say it, but she was really scaring him, too. Because his glimpse of the animal had seemed to show him the same kind of deformed shape that Bonnie was describing. â€Å"Maybe we just saw it at a weird angle,† he said, while Meredith said, â€Å"It may just have been some animal scared out by – â€Å" â€Å"By what?† Meredith looked up at the top of the car. Matt followed her gaze. Very slowly, and with a groan of metal, the roof dented. And again. As if something very heavy was leaning on it. Matt cursed himself. â€Å"While I was in the front seat, why didn't I just floor it – ?† He stared hungrily through branches, trying to make out the accelerator, the ignition. â€Å"Are the keys still there?† â€Å"Matt, we ended up half in a ditch. And besides, if it would have done any good, I'd have told you to floor it.† â€Å"That branch would've taken your head off!† â€Å"Yes,† Meredith said simply. â€Å"It would havekilled you!† â€Å"If it would have gotten you two out, I'd have suggested it. But you were trapped looking sideways; I couldsee straight ahead. They were already here; the trees. In every direction.† â€Å"That†¦isn't†¦possible!† Matt pounded the seat in front of him to emphasize each word. â€Å"Isthis possible?† The roof creaked again. â€Å"Both of you – stop fighting!† Bonnie said, and her voice broke on a sob. There was an explosion like a gunshot and the car sank suddenly back and left. Bonnie started. â€Å"What was that?† Silence. â€Å"†¦a tire blowing,† Matt said at last. He didn't trust his own voice. He looked at Meredith. So did Bonnie. â€Å"Meredith – the branches are filling up the front seat. I can hardly see the moonlight. It's getting dark.† â€Å"I know.† â€Å"What are we going todo ?† Matt could see the tremendous tension and frustration in Meredith's face, as if everything she said should come out through gritted teeth. But Meredith's voice was quiet. â€Å"I don't know.† With Stefan still shuddering, Elena curled herself like a cat over the bed. She smiled at him, a smile drugged with pleasure and love. He thought of grasping her by the arms, pulling her down, and starting all over again. That was how insane she'd made him. Because he knew – all too well, from experience – the danger they were flirting with. Much more of this and Elena would be the first spirit-vampire, as she'd been the first vampire-spirit he'd known. But look at her! He slipped out from beneath her as he sometimes did and just gazed, feeling his heart pound just at the sight of her. Her hair, true gold, fell like silk down to the bed and pooled there. Her body, in the light of the one small lamp in the room, seemed to be outlined in gold. She truly seemed to float and move and sleep in a golden haze. It was terrifying. For a vampire, it was as if he'd brought a living sun into his bed. He found himself suppressing a yawn. She did that to him, too, like an unwitting Delilah taking Samson's strength away. Hyper-charged as he might be by her blood, he was also delightfully sleepy. He would spend a warm night in – or below – her arms. In Matt's car it only got darker as the trees continued to cut out the moonlight. For a while they tried yelling for help. That did no good, and besides, as Meredith pointed out, they needed to conserve the oxygen in the car. So they sat still again. Finally, Meredith reached into her jeans pocket and produced a set of keys with a tiny keychain flashlight. Its light was blue. She pressed it and they all leaned forward. Such a tiny thing to mean so much, Matt thought. There was pressure against the front seats now. â€Å"Bonnie?† Meredith said. â€Å"No one will hear us out here yelling. If anyone could hear us, they would have heard the tire and thought it was a gunshot.† Bonnie shook her head as if she didn't want to listen. She was still picking pine needles out of her skin. She's right. We're miles away from anybody, Matt thought. â€Å"There is something very bad here,† Bonnie said. She said it quietly, but as if every word was being forced out one by one, like pebbles thrown into a pond. Matt suddenly felt grayer. â€Å"How†¦bad?† â€Å"It's so bad that it's†¦I'venever felt anything like this before. Not when Elena got killed, not from Klaus, not fromanything . I'venever feltanything as bad as this. It'sso bad, and it's sostrong . I didn't think anything could be so strong. It'spushing on me, and I'mafraid – â€Å" Meredith cut her off. â€Å"Bonnie, I know we can both only think of one way out of this – â€Å" â€Å"There'sno way out of this!† † – I know you're afraid – â€Å" â€Å"Who is there to call? I could do it†¦if there were someone to call. I can stare at your little flashlight and try to pretend it's a flame and do it – â€Å" â€Å"Trancing?† Matt looked at Meredith sharply. â€Å"She's not supposed to do that anymore.† â€Å"Klaus is dead.† â€Å"But – â€Å" â€Å"There's nobody to hear me!† Bonnie shrieked and then she broke down into huge sobs at last. â€Å"Elena and Stefan are too far away, and they're probably asleep by now! And there isn't anyone else!† The three of them were being pushed together now, as branches pressed the seats back onto them. Matt and Meredith were close enough to look at each other right over Bonnie's head. â€Å"Uh,† Matt said, startled. â€Å"Um†¦are we sure?† â€Å"No,† Meredith said. She sounded both grim and hopeful. â€Å"Remember this morning? We are not at all sure. In factI'm sure he's still around somewhere.† Now Matt felt sick, and Meredith and Bonnie looked ill in the already strange-looking blue light. â€Å"And – right before this happened, we were talking about how a lot of stuff – â€Å" † – basically everything that happened to change Elena – â€Å" † – was all his fault.† â€Å"In the woods.† â€Å"With an open window.† Bonnie sobbed on. Matt and Meredith, however, had made a silent agreement by eye contact. Meredith said, very gently, â€Å"Bonnie, what you said you would do; well, you're going to have to do it. Try to get through to Stefan, or waken Elena or – or apologize to†¦Damon. Probably the last, I'm afraid. But he's never seemed to want us all dead, and he must know that it won't help him with Elena if he kills her friends.† Matt grunted, skeptical. â€Å"He may not want us all dead, but he may wait until some of us are dead to save the others. I've never trus – â€Å" â€Å"You've never wished him any harm,† Meredith overrode him in a louder voice. Matt blinked at her and then shut up. He felt like an idiot. â€Å"So, here, the flashlight's on,† Meredith said, and even in this crisis, her voice was steady, rhythmic, hypnotic. The pathetic little light was so precious, too. It was all they had to keep the darkness from becoming absolute. But when the darkness became absolute, Matt thought, it would be because all light, all air, everything from the outside had been shut out, pushed out of the way by the pressure of the trees. And by then the pressure would have broken their skeletons. â€Å"Bonnie?† Meredith's voice was the voice of every big sister who ever had come to her younger sibling's rescue. That gentle. That controlled. â€Å"Can you try to pretend it's a candle flame†¦a candle flame†¦a candle flame†¦and then try to trance?† â€Å"I'm in trance already.† Bonnie's voice was somehow distant – far away and almost echoing. â€Å"Then ask for help,† Meredith said softly. Bonnie was whispering, over and over, clearly oblivious to the world around her: â€Å"Please, come help us. Damon, if you can hear me, please accept our apologies and come. You gave us a terrible scare, and I'm sure we deserved it, but please, please help. It hurts, Damon. It hurts so bad I could scream. But instead I'm putting all that energy into Calling you. Please, please, please help†¦Ã¢â‚¬  For five, ten, fifteen minutes she kept it up, as the branches grew, enclosing them with their sweet, resinous scent. She kept it up far longer than Matt had ever thought she could endure. Then the light went out. After that there was no sound but the whisper of the pines. You had to admire the technique. Damon was once again lounging in midair, even higher this time than when he'd entered Caroline's third-story window. He still had no idea of the names of trees, but that didn't stop him. This branch was like having a box seat over the drama unfolding below. He was starting to get a little bored, since nothing new was happening on the ground. He'd abandoned Damaris earlier this evening whenshe had gotten boring, talking about marriage and other subjects he wished to avoid. Like her current husband. Bo-ring. He'd left without really checking to see if she'd become a vampire – he tended to think so, and wouldn't that be a surprise when hubby got home? His lips trembled on the edge of a smile. Below him, the play had almost reached its climax. And you really had to admire the technique. Pack hunting. He had no idea what sort of nasty little creatures were manipulating the trees, but like wolves or lionesses, they seemed to have gotten it down to an art. Working together to capture prey that was too quick and too heavily armored for one of them alone to manage. In this case, a car. The fine art of cooperation. Pity vampires were so solitary, he thought. If we could cooperate, we'd own the world. He blinked sleepily and then flashed a dazzling smile at nothing at all. Of course, if we could do that – say, take a city and divvy up the inhabitants – we'd finish it off by divvying up one another. Tooth and nail and Power would be wielded like the blade of a sword, until there was nothing left but shreds of quivering flesh and gutters running with blood. Nice imagery, though, he thought, and let his eyelids droop to appreciate it. Artistic. Blood in scarlet pools, magically still liquid enough to run down white marble steps of – oh, say, the Kallimarmaron in Athens. An entire city gone quiet, purged of noisy, chaotic, hypocritical humans, with only their necessary bits left behind: a few arteries to pump the sweet red stuff out in quantity. The vampire version of the land of milk and honey. He opened his eyes again in annoyance. Now things were getting loud down there. Humans yelling. Why? What was the point? The rabbit always squeals in the jaws of the fox, but when has another rabbit ever rushed up to save it? There, a new proverb,and proof that humans are as stupid as rabbits, he thought, but his mood was ruined. His mind slid away from the fact, but it wasn't just the noise below that was disturbing him. Milk and honey, that had been†¦a mistake. Thinking about that had been a blunder. Elena's skin had been like milk that night a week ago, warm-white, not cool, even in the moonlight. Her bright hair in shadow had been like spilled honey. Elena wouldn't be happy to see the results of this night's pack hunting. She would cry tears like crystal dewdrops, and they would smell like salt. Suddenly Damon stiffened. He sent one stealthy query of Power around him, a circle of radar. But nothing bounced back, except the mindless trees at his feet. Whatever was orchestrating this, it was invisible. Right, then. Let's trythis , he thought: Concentrating on all the blood he'd drunk in the last few days, he blasted out a wash of pure Power, like Vesuvius erupting with a deadly pyroclastic explosion. It encircled him completely in every direction, a fifty-mile-per-hour bubble of Power like superheated gas. Because it was back. Unbelievably, the parasite was trying to do it again, to get into his mind. It had to be. Lulling him, he supposed, rubbing the back of his neck with absentminded fury, while its packmates finished off their prey in the car. Whispering things into his mind to keep him still, taking his own dark thoughts and echoing them back a shade or two darker, in a cycle that might have ended in him flying off to kill and kill again for the pure black velvet enjoyment of it. Now Damon's mind was cold and dark with fury. He stood, stretching his aching arms and shoulders, and then searched carefully, not with a simple radar ring, but with a blast of Power behind each stab, probing with his mind to find the parasite. It had to be out there; the trees were still going about their business. But he could find nothing, even though he'd used the fastest and most efficient method of scanning he knew: a thousand random stabs per second in a Drunkard's Walk search pattern. He should have found a dead body immediately. Instead he'd foundnothing . That made him even angrier than before, but there was a tinge of excitement to his fury. He'd wanted a fight; a chance to kill where the killing would be meaningful. And now here was an opponent who met all the qualifications – and Damon couldn't kill it because he couldn't find it. He sent a message, lambent with ferocity, in all directions. I have already warned you once. Now ICHALLENGEyou. Show yourself – OR ELSE STAY AWAY FROM ME! He gathered Power, gathered it, gathered it again, thinking of all the different mortals who had contributed it. He held it, nurturing it, crafting it for its purpose, and raising its strength with all that his mind knew of fighting and of the skill and expertise of war. He held the Power until it felt as if he were holding a nuclear bomb in his arms. And then he let it go all at once, an explosion speeding in the opposite direction, away from him, nearing the speed of light. Now, surely, he would feel the death throes of something enormously powerful and cunning – something that had managed to survive his previous strafings designed only for eldritch creatures. Damon expanded his senses to their widest reach, waiting to hear or feel something shattering, combusting – something falling blind, with its own blood tumbling nearby, from a branch, from the air, fromsomewhere . Fromsomewhere a creature should have plummeted to the ground or raked at it with huge dinosaur-like claws – a creature half-paralyzed and completely doomed, cooked from the inside out. But although he could feel the wind rising to a howl and huge black clouds pooling above him in response to his own mood, he still could sense no dark creature close enough to have entered his thoughts. How strong was this thing? Where was it coming from? Just for a moment, a thought flashed through his mind. A circle. A circle with a dot at its center. And the circle was the blast he'd shot away in all directions, and the dot was the only place his blast didn't reach. Inside him alre – Snap! Suddenly his thoughts went blank. And then he began, sluggishly, slightly bewildered, to try to put the fractured pieces together. He had been thinking about the blast of Power he'd sent out, yes? And how he'd expected to feel something fall and die. Hell, he couldn't even sense any ordinary animals bigger than a fox in the woods. Although his sweep of Power had been carefully made to affect only creatures of his kind of darkness, the ordinary animals had been so spooked that they'd gone running wildly from the area. He peered down. Hm. Except the trees around the car; and they weren't after him. Besides, whatever they were, they were only the pawns of an invisible killer. Not really sentient – not within the boundaries he had crafted so carefully. Could he have been wrong? Half his fury had been for himself, for being so careless, so well-fed and confident that he'd let down his guard. Well-fed†¦hey, maybe I'm drunk, he thought, and flashed the smile again at nothing, without even thinking about it. Drunk and paranoid and edgy. Pissed and pissed off. Damon relaxed against the tree. The wind was screaming now, swirling and freezing, the sky full of roiling black clouds that cut out any light from the moon or stars. Just his kind of weather. He was still edgy, but he couldn't find any reason to be. The only disturbance in the aura of the woods was the tiny crying of a mind inside the car, like a trapped bird with only one note. That would be the little one, the redheaded witch with the delicate neck. The one who'd been whining about life changing too much. Damon gave a little more of his weight to the tree. He'd followed the car with his mind out of absent interest. It wasn't his fault that he'd caught them talking about him, but it did degrade their chances of rescue a bit. He blinked slowly. Odd that they'd had an accident trying not to run over a creature in approximately the same area he'd almost crashed the Ferrari trying to run one over. Pity he hadn't had a glimpse of their creature, but the trees were too thick. The redheaded bird was crying again. Well, do you want a changenow or don't you, little witch? Make up your mind. You have to ask nicely. And then, of course,I have to decide what kind of change you get.

Demand - Managerial Economics Essay Example | Topics and Well Written Essays - 1250 words

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The Scottish Parliament - Essay Example On October 9th 2004, the Scottish Parliament building was officially opened, marked by the Queens words, "Holyrood is a landmark for 21st century democracy" (The Scottish Parliament n.d.). Holyroodhouse is the only Scottish Palace that is still used by the Queen as Her Majesty's official residence. As can be inferred, a royal residency with only five centuries of history has been of vast interest of the Scottish. As illustrated in the words of Ian Gow, "[Holyroodhouse] is a picturesque visual experience" (Gow 1998). Gow's furthermore meaning was portrayed in his quote, 'If in spending as much money as we do as a nation on the preservation of our great houses, we are sincerely trying to preserve part of our cultural heritage and not merely providing subjects for Christmas calendars, we must present these houses coherently to the public so that it can indeed learn to appreciate what their true place was in our history' (Gow 1998). It was essential to demonstrate first the status of Holyroodhouse as a Royal residency and its relishing architecture before analyzing the Holyrood Project. From the beginning of the project, there was a lot of controversy going on regarding the Holyrood Project. The Holyrood Project was, in short, building Scotland's new Parliament buildings adjacent to the Palace of Holyroodhouse. ... rban archaeological excavation in Scotland's history (The Scottish Parliament n.d.) The Project went on as planned, but the estimating cost of the Project as well as the completion date was completely off tangent. The Project can be discussed in depth, however for the purpose of this paper, only certain stages of procurement with respect to the successes and failures will be analyzed. Procurement: On July of 1998, it was decided that construction management will be adopted as the procurement vehicle and it was also decided that the appointment of a construction manager would be taken at the earliest opportunity (The Holyrood Inquiry n.d.). It was perhaps the most significant decisions taken during the course of the Project to make construction management as the procurement vehicle. It is necessary to understand what the function of the construction management is. It was developed in the late 1980's as a fast-track method of construction procurement. Prior to the construction management, else known as traditional contracting, a design would be completed before the construction work starts and then is put out to tender until a contractor is chosen to carry out that work. However, with construction management, the tendering and construction overlap (The Holyrood Inquiry n.d.) The advantage of construction management is that it speeds up the process; however a big disadvantage is the uncertain cost of the project. As can be seen with the Holyrood Project, speed and cost were both an issue. Around late December of 2003, a well renowned advisor, who had nothing first-hand to do with the project, was called in to consult on the concept construction management. Mr. Colin Carter of independent professional advice and services was appointed to give construction

How far do the merits of selection by interview explain the fact that Essay

How far do the merits of selection by interview explain the fact that it is the most widely used method of selection - Essay Example he side of the employees who are going to give in their best and thus benefit the organization in the long run, not to forget do themselves a favor in terms of their future growth and exposure levels. However all this is easier said than done since the problems do arise from time to time and it is significant that both the organization and the employee understand that they have to co-exist for the betterment of each other. No one of these two entities could exist in vacuum and thus it is of paramount importance to understand the very same. The end result would be in terms of success both for the organization as well as the employees who are very much a part of his organization itself. Then there is the aspect of interventions which crop up every now and then and which in essence mar the real motive of hiring the best possible candidates for the job. These include references from people who are in close association with the management who are there to make decisions but end up hiring their own acquaintances and relatives. This brings a bad name to the organization and also creates a sense of animosity within the employees since they think that the relatives could have their own say by using their relationships to full effects. To this day, interviewing has remained as the cornerstone of achieving the best results envisaged when it comes to recruiting and selecting individuals best suited towards a particular job, task or duty. This is due to its very direct manner of putting the interviewer and the interviewee in close association with each other. They have an eye ball to eye ball connection where the interviewer easily gauges the amount of confidence that the interviewee possesses within him and how he copes up with the pressure of giving an interview as well. It costs thousands of dollars to hire and train employees. How do managers attract top talent that supports the corporate culture? How do they keep these employees engaged? After investing in this talent,

Conflict Diamonds Essay Example | Topics and Well Written Essays - 1500 words

Conflict Diamonds - Essay Example Though the wars in Angola and Sierra Leone are now over and fighting in the DRC has decreased, the problem of conflict diamonds hasn't gone away as yet. Diamonds mined in certain rebel-held areas in a West African country in the midst of a volatile conflict, Cote D'Ivoire, are reaching the international diamond market. Conflict diamonds are also being smuggled into neighboring countries and exported as part of the legitimate diamond trade from Liberia. A major milestone occurred in 2003, a government-run initiative was introduced to stem the flow of conflict diamonds known as the Kimberley process. The Kimberley Process Certification Scheme (KPCS) imposes requirements on participants to certify and ensure that shipments and selling of rough diamonds are conflict-free. The Amnesty International USA announced its support of the film production of Blood Diamond. Set against the backdrop of the chaos and civil war that enveloped 1990s Sierra Leone. It tells the story of two African men w hose fates become involved in a quest to recover a rare pink diamond that can transform their lives entirely.  The film’s curriculum guide help us survey diamond retailers despite its pledge to support the Kimberley Process and the clean Diamond Trade Act. The Diamond Industry has failed to implement the necessary policies for self-regulation. In particular, the retail sector fails to provide sufficient assurance to consumers that the diamonds they sell are conflict-free. That is why help is needed to find out how policies are being communicated at the shop level and what actions are being taken to ensure that policies are more than just rhetoric and no action. At the same time, a strong message will be sent to local jewelers that their role in diamond fueled conflict must end (Levy, 2003). Literature review Conflict diamonds, are sold to fund hostile warfare; this process mainly exists in central and western Africa. The issue of conflict diamonds first gained global exposu re in the late 1990s throughout Sierra Leone’s civil war. This brutal nine year battle was due to the desire of insurgents to control the local diamond mines as a means of wealth to help fund the war, amongst other reasons. Since then, the issue of conflict diamonds has been globally recognized and several measures have been taken to ensure the ethically sound sourcing of diamonds, boycotting the countries that sell conflict diamonds and adhering to the standards of the Kimberley Process and the Patriot Act. The Kimberley Process is an initiative that was launched in conjunction with the United Nations and the global gemstone industry to ensure the market is free of conflict diamonds. The process aims to do this by enforcing all gemstone traders and suppliers to follow a single legitimate procedure that focuses on the ethical and environmentally sound sourcing of diamonds. Since its inception in 2002 the amount of conflict diamonds in the gemstone industry has decreased drama tically from 15% to less than 1% and now today, 99.8% of the world’s diamond distributors adhere to the Kimberley process. The Patriot Act is an American law that was passed in response to the September eleventh (9/11) terrorist attacks and grants US officials more power to monitor communications and trade between countries. The prevention of laundering of money and high value gems is among the Act’s objectives. According to (Le Billon, 2006), There was a waged insurrection that

Analyzing a firm's current financing choices Assignment

Analyzing a firm's current financing choices - Assignment Example Walt Disney is one of the largest entertainment companies in the world. It was founded by two brothers Walt and Ray in 1923 with an initial objective of being a cartoon animation network. Since then the company has grown to become one of the largest studios of Hollywood. In addition, this company is one of the Dow Jones industrial average components. Finally, the company has expanded over the years and currently it has a number of subsidiaries e.g. Euro Disney and Hong Kong Disney. (disney.com,2008) From the balance sheet, we find the company has a common stock of 3.6 billion authorized shares with a par value of $0.1. From the authorized 2.6 billion shares were issued on 29th march, 2008 and 29th September, 2007. This makes the value of the company’s equity to be $26.546billion. In addition, the company has a preferred stock of 100 million authorized shares with a par value of $0.1. Walt Disney has not issued any of its preferred stock yet. There are significant differences between preferred stock and common stock. They include; On the other hand, for Walt Disney to fully finance its operations it has to have long-term and short-term debts. The long term debts include differed income taxes, borrowings, minority interests, and other unspecified long-term liabilities. To maintain short-term cash flow the company also has the following short-term debts; account payables and other unspecified accrued liabilities, current portion of borrowings and finally unearned royalties and other advances. Walt Disney like any other big company in United States has treasury stock of 780.3 million shares by 29th march, 2008. This is the stock that has been repurchased by the corporation from the public. The stock must be issued first, purchased by the public and paid for subsequently reacquired by the corporation, and cancelled or reissued. Treasury stock is not entitled to participate in dividend distribution and finally it does not have

Refute or support the claim that the male body is both the norm and Essay

Refute or support the claim that the male body is both the norm and ideal body in medical practice - Essay Example Feminism is a controversial topic nowadays. It aims to empower women and gave women equal rights with that of what men have. Their voice in our society plays an important role such that they are given chances to point out their views or perspectives in the topics of their concern. One of the most controversial topics that feminists won't dare give up is the topic that deals with the issue of equality if not the issue of who among the two sexes was advantageous over the other. Of the pertinent issues in this perspective comes the claim that the male body is both the norm and ideal body in medical practice. We define norms as the set of standards that was set before or emanated few years ago, which is then and was still considered as true unless proven wrong or something that has of flawless evidences and have scientific basis. Ideal as we all knew, referred to one thing that is commonly desired by most people in the society. It is also considered as an honest to goodness thing we all ought to have or acquire. The definitions of the two important terminologies in the statement at least made it clear to us what it tries to convey. For me, I definitely refute the claim that the male body is both the norm and ideal body in medical practice. As we all know, the moment we open our eyes when we are still a baby, the kind of system our society have is the patriarchal system. In this system man is the dominant sex or gender. When I say dominant, I mean that man dominated all the aspects and features of the world we live in. by this, it implies that the role of women is secondary with that of men. Medical practices rely mainly on the subject that they are dealing with. Their methods and materials depend on how complex their subject is. Even in medicine the conflict between genders is not exempted. The surgeons tend to identify themselves as good one and very able if they are man due to their capability to do things that they say woman cannot do. This idea or kind of thinking was identified before way back to ancient times until recently that there are growing numbers of female doctor's and nurses in the world. In history, men are the ideal creatures to be the subject of every study. This is due to the kind of system we have, but as we go along and modernized, the role of women in the society is eventually changed. This is mainly due to the fact that there are women who fight and prove the world that they can do more than what others expect them to do or what others think of as their limitations. Today woman's body had also been used in the medical field. As the world modernizes it also opened its coverage to the possibility that a woman's body is also an ideal body to be used in medical practices. The role of history extended to that of practices made in the medical world. Before only man are used in the field as the subject for human study of its anatomy and the processes it undergoes. Also, according to the theory of feminist or feminism, the relationship between biological sexual differences and the way we construct our social aspect of gender, which is a system of variable history, is an advantage to man and a lot more disadvantageous to women. Our culture dictate to us gendered meanings and maintains traditional divisions among genders. This implies that in different fields of practices man generally overpower women not only in strength but also, man and woman compete for the chance to be

CMG490 MOD 2 SLP Essay Example | Topics and Well Written Essays - 500 words

CMG490 MOD 2 SLP - Essay Example There is also a poor life cycle and workflow in the visibility of the contract. In the contract processes and procedures, there are no guidelines or templates that are proven for particular terms and clauses needed for different types and value of dollars in the contract. There is also an inadequate and insufficient reporting system to the senior management. Finally, there are high costs of staff that are incurred in the routinely carried out review or administrative tasks. Contract management is responsible for the excessive costs due to lack of the expiring contract dates that result into low rates of contract renewal. Insufficient performance monitoring and terms of contract lead to late fees, overpayment, and failure to collect discounts or rebates, and penalties. However, this inefficient monitoring may lead to failure in collecting late fees, underpayment, and awarding of unearned rebates and discounts on the part of suppliers. There are high risks involved in the contract resulting from non compliance. This is due to the lack of policies documented and incapability to show adherence to the written policies related to the contract. The company is also unable to determine if the supplier is complying with the contract terms and conditions. The contract risks also result from inadequate controls of ensuring that those writing contracts possess appropriate legal and risk management and/ or other appropriate mode of authorization before making changes to the terms and language of the contract. The contract risks are also associated with lack of automated reconciliation and integration with the financial systems. This may be due to the company’s inability to rapidly and routinely identify high risk clauses in the contract. In addition, the organization has no monitoring and reporting tools of contract

Broad Environment Essay Example for Free

Broad Environment Essay Knowing the Unknown about the Broad Environment University of Tampa MGT 431 Practical Strategic Assessment Dr. George Bud Wynn June 09, 2009 Abstract In â€Å"Foundations in Strategic Management†, pages 21 to 27, author Harrison discusses the influence that the external environment has on a particular company’s operations and how its managers can adapt to environmental uncertainties to sustain their competitive advantages. Harrison also points out why it is important for firm to analyze and evaluate its broad environment. He also mentions how managers can analyze and evaluate external forces and devise strategies to complement the rapid-changing environment in order for their company to be competitive throughout and take advantage of its strengths and minimize its threats. He further divides the broad environment into four sub-headings (socio-cultural, economical, technological and political/legal) and states why each is important and the effect each have on a company’s operations. The purpose of the paper focuses more on informing the reader of the importance of evaluating a particular company’s broad environment. The paper also includes a review of and my opinion on what I think firms and their managers should be aware of when it comes to their company’s broad environment. The Importance of the Broad Environment to Managers Before the 1990’s, if a business had a competitive advantage and opened its doors to the general public, it was almost guaranteed success. However, such cases no longer exist. In modern times, companies with competitive advantages such as sufficient resources, skilled workers, superior technologies and the like can still go under due to the ever-changing environment. Nowadays, successful businesses are shifting focus from just having a competitive advantage in one or two areas, to maximizing on the relevant information that its managers have about its operation environment; including the broad and task environment. In order to operate a successful business, it is important for managers to have a comprehensive understanding of its broad environment in which it plans to operate. The broad environment includes socio-cultural, economical, technological, and political/legal forces which have an effect on how the company plans to gain a profitable market share. Such comprehensive understanding allows managers to save valuable time and money; subsequently making their business profitable. Due to the uncertainties of the rapidly changing economy, it is almost required by top performing firms to research the broad environment; even if its plan to merge or joint venture with another firm elsewhere. In addition, such research is also highly recommended for companies that plan to do business globally; if the company wishes to create a buffer from potential losses. Also, companies that analyze the broad environment effectively are able to maximize its advantages and opportunities while limiting weaknesses and threats. In conclusion, successful firms must recognize the importance of the broad environment in order to take advantage of its strengths and opportunities while minimizing its weaknesses and threats. Well-defined researches coupled with a complete understanding of a company’s broad environment are always important because, when done properly, it can enable companies to seize potential market areas and dominate a particular geographical location. Maintaining a complete understanding of the broad environment is vital to a company’s success. Understanding the broad environment is important for many reasons. Socio-cultural forces occur randomly and without warning. Many firms experience difficulties with these forces many times during operations. Examples of socio-cultural forces range from the influence of terrorism on the economy to the legality of abortion. Proper socio-cultural assessment enables firms to minimize its threats from potential restrictive legislation. Firms which are aware of pending restrictive law changes can avoid huge fines and penalties. In addition, managers should spend ample time researching law changes in order to save their company from falling intothese traps. Managers who are aware of demographic and economic changes in society can take advantage of opportunities that their competition fails to recognize. For example, a careful study of a firm’s social environment can gather information on what products/services or lifestyles people from a particular neighborhood purchase or prefer. In conclusion, a thorough understanding of socio-cultural forces can enable managers to gain from their knowledge about its societal operations and make it work to the best interest of their business. This will enable them to take advantage of strengths while also minimizing their threats. Economic forces play a critical part in the understanding of a firm’s broad environment. Factors such as interest rates, economic growth and inflation are important variables which managers must be aware of in order to process their broad environment effectively. Without such knowledge, it would be almost impossible to run an effective and efficient business and establish a competitive advantage. Furthermore, information gained from economic forces enables managers to allocate resources while allowing time to seek other investment opportunities. For example, multinational firms can benefit from favorable exchange rates. In order words, an understanding of fluctuations in exchange rates can lead such firms to purchase raw materials in countries where their own currency is superior to that of the foreign country. On the other hand, without knowledge of inflation, companies can suffer huge losses when investing in these countries. As a result, managers must be aware of such economical changes beforehand in order to make educated decisions that can assist their company’s growth and production. Another broad environment which managers should be aware of is technology. Nowadays, technology is changing the ways individuals and firms do business. New innovations such as the internet, handheld computers, and direct satellite systems are making it much easier for firms to purchase, deliver, and sell its products/services. Firms must be aware of and adapt to new technological changes in order to stay ahead of its competition in the fight for market shares and profits. If not, these companies are bound to fail or file for bankruptcy. Most firms are pumping millions of dollars into research and development in order to find new ways of improving its product’s life cycle which will in turn, generate more revenue and satisfy customer. One of the world leaders in electronic supply, the Sony Corporation of America, has developed new ideas to save its customer time and money. As a result, Sony is one of the main leaders in its industry and continues to see profits soar in 2008. According to one official, one of its newest inventions, â€Å"Eye on Education†, â€Å"[e]ducation educators receive competitive pricing, exclusive service and support capabilities, financing options, and trade-in opportunities for Sony professional display products. † Technology awareness and continuous improvement in its research and department hasled the company to success over the years. In modern times, in order for any one company to be effective, managers must be aware of the technological forces that can assist their companies to save money, andtime; subsequently improving the business purpose and values. Finally, close attention must be geared towards political/legal forces which can change the company’s focus or purpose in one way or another. Government regulations can alter the ways in which companies wish to perform its business in terms of locally or globally. Therefore, managers must pay attention to different types of changes that their companies might undertake if there is a desire to join multiple or particular industries. Government normally provides advantages to some businesses in the form of tax incentives which promote ethical behavior and remind firms of its responsibilities. Managers who are vigilant can take advantage of these incentives. Overall, a comprehensive understanding of a company’s broad environment such as socio-cultural, economical, technological, and political/legal forces are an essential assessment that needs to be considered before a merger, joint venture, acquisition, or even to successfully run a business. On the other hand, trained personnel must carry out such researches in order to avoid huge losses and business failure. Also, integrated understanding coupled with awareness can provide managers with information on what types of products/services to offer, sell, customers, delivery, and the like to enable their business to accomplish its goals. Assessments are highly recommended for starting up and strugglingcompanies and businesses which wish to operate globally. If somehow a particular set of managers can make a reasonable assessment of its company’s broad environment, they are almost guaranteed to run an effective and efficient company.

Cloud Computing Essay Example for Free

Cloud Computing Essay ABSTRACT: This white paper is an introduction to the terms, characteristics, and services associated with internet-based computing, commonly referred to as cloud computing. Also introduced are the benefits and challenges associated with cloud computing, and for those seeking to use communications services in the cloud, briefly presented are different ways of determining the interfaces needed to use these communications services. Cloud computing is where software applications, processing power, data and potentially even artificial intelligence are accessed over the Internet. Many private individuals now regularly use an online email application such as Gmail, Yahoo! Mail or Hotmail. The location of physical resources and devices being accessed are typically not known to the end user. It also provides facilities for users to develop, deploy and manage their applications ‘on the cloud’, which entails virtualization of resources that maintains and manages itself. 1. What is Cloud Computing? Cloud computing provides the facility to access shared resources and common infrastructure, offering services n demand over the network to perform operations that meet changing business needs. Definitions: â€Å"Cloud computing is a general term for anything that involves delivering hosted services over the internet.† – Wikipedia â€Å"Cloud computing is Internet-based computing, whereby shared resources, software, and information are provided to computers and other devices on demand, like the electricity grid.†- Wikipedia Basically a cloud is a virtualization of Resources that manages and maintains itself. CCSIT, Junagadh [emailprotected] Page 1 2. Types of cloud Public Cloud: the services are delivered to the client via the Internet from a third party service provider. Example: Amazon, Yahoo, Google Example of Clouds 3. Architecture Cloud architecture,[15] the systems architecture of the software systems involved in the delivery of cloud computing, typically involves multiple cloud components communicating with each other over application programming interfaces, usually web services and 3-tier architecture. This resembles the Unix philosophy of having multiple programs each doing one thing well and working together over universal interfaces. Complexity is controlled and the resulting systems are more manageable than their monolithic counterparts. Private Cloud: these services are managed and provided within the organization. There are less restriction on network bandwidth, fewer security exposures and other legal requirements compared to the public Cloud. Example: HP Data Centers Hybrid cloud: There is some confusion over the term Hybrid when applied to the cloud a standard definition of the term Hybrid Cloud has not yet emerged. The term Hybrid Cloud has been used to mean either two separate clouds joined together (public, private, internal or external), or a combination of virtualized cloud server instances used together with real physical hardware. The most correct definition of the term Hybrid Cloud is probably the use of physical hardware and virtualized cloud server instances together to provide a single common service Architecture The two most significant components of cloud computing architecture are known as the front end and the back end. The front end is the part seen by the client, i.e. the computer user. Hybrid cloud CCSIT, Junagadh [emailprotected] Page 2 This includes the client’s network (or computer) and the applications used to access the cloud via a user interface such as a web browser. The back end of the cloud computing architecture is the ‘cloud’ itself, comprising various computers, servers and data storage devices collaboration. For more information on collaborative working using Google Docs, you can watch the now classic video Google Docs in Plain English. Taking collaboration further still, the outputs of some SaaS applications can be embedded in other web pages as web service gadgets. For example, a Google Docs or Zoho Sheet chart can be mashed into another website. There it will automatically update when the data in the online spreadsheet that is generating it is changed. SaaS applications are also constantly updated, which can free users of the upgrade hell of a major traditional software package revision. The disadvantage of SaaS is that it is basically a takeit-or-leave-it form of cloud computing. This means that businesses and individuals who require direct access to cloud computing hardware on which they can run their own applications cannot use SaaS. Rather, they need to cloud compute at the platform or infrastructure level using either platform as a service (PaaS) or infrastructure as a service (IaaS). 4. Services of Cloud Computing SaaS(Software as a Service) PaaS(Platform as a Service) IaaS(Infrastructure as a Service) Services Of Cloud computing PaaS(Platform as a Service) A platform is a software environment used to develop and run applications. For example, Microsoft Word is an application that runs on the Microsoft Windows platform. When people choose to cloud compute using platform as a service or PaaS, they obtain access to an online platform provided by a cloud computing vendor. They can then use this platform to develop and deliver their own online (SaaS) applications. Applications developed using PaaS may be used privately by just one or a few users within a particular company. However, they can also be offered free or for-a-fee to anybody on the web. This means that if you have a great idea for a new online application then you can use PaaS to turn it into a reality! Several cloud suppliers now offer PaaS tools. Most notably these include Google App Engine, Microsoft Windows Azure, and Force.com. All such offerings effectively provide their customers with a box of cloud computing Lego. New applications are then constructed from the plastic bricks on offer. With Force.com, some applications can even be built using a simple drag-and-drop interface. Relatively nontechnical people can therefore create new online applications very quickly. SaaS (Software as a Service) Software as a service is where computer applications are accessed over the Internet rather than being installed on a local computing device or in a local data centre. So, for example, people may use an online word processor like Google Docs, an online database application like Zoho Creator, an online photo editor like Pixar, or an online invoicing application such as Zoho Invoice. Many SaaS applications are free to use, at least initially. You can find links to a great many in the Cloud Computing Directory. SaaS can provide its users with many benefits. These include the general cloud computing advantages of dynamic scalability and any device independence, as well as the benefit of being able to use an application without incurring fixed costs. Many SaaS applications are also collaborative. This allows multiple users to share documents and even to work on them at the same time.  For example, in the Google Docs spreadsheet different users can work on different cells simultaneously. The cells different users are working on are locked-off and highlighted in different colours. A real-time chat window can also be opened up alongside the spreadsheet to further enhance Indeed, Force.com claim that their simplified programming model and cloud-based environment mean [customers] can build and run applications five times faster, at about half the cost of traditional software platforms. Google App Engine and Force.com also allow an initial application to be created for free! Whilst PaaS is great in many situations, its users do need to be mindful of the involved flexibility verses power trade-off. What this means is that whilst PaaS makes it relatively easy to create new online applications, users are nevertheless constrained by the particular programming languages and tools provided by their PaaS supplier. In other words, PaaS vendors have total control over which Lego bricks they allow their customers to build with. Whilst this ensures that applications built using the tools on offer will always function correctly, it is nevertheless restrictive. It is for this reason that many companies and some individuals choose to cloud compute at the infrastruct ure level. Dedicated physical servers and virtual server instances can perform exactly the same functions. However, there are some differences between them. For a start, virtual server instances are cheaper to supply as each does not require its own piece of physical hardware in a cloud data centre. On the other hand, virtual server instances are sometimes seen as less secure by those who do not want to share server hardware with other customers. For this reason, four categories of IaaS are available. These are most commonly known as private clouds, dedicated hosting, hybrid hosting and cloud hosting. 5. How cloud computing works? In traditional enterprise computing, IT departments forecast demand for applications and capacity and invest time and money to develop those resources inhouse or purchase them from others and operate them in-house. IaaS (Infrastructure as a Service) Infrastructure as a service or IaaS is where a cloud supplier provides online infrastructure on which their customers can store data and develop and run whatever applications they please. IaaS therefore allows companies to move their existing programs and data into the cloud and to close down their own local servers and data centres. Whilst computing applications run on platforms, platforms in turn run on computing infrastructure. So, for example, whilst the Microsoft Word application runs on the Microsoft Windows platform, in turn the Microsoft Windows platform runs on the infrastructure of an IBM-compatible PC. How it works The fundamental building block of cloud computing infrastructure is the server. Cloud computing servers are basically computers on which online applications can be run and data can be stored. When provided by an IaaS vendor, cloud servers can also be real or virtual. Real or dedicated servers are individual circuit boards – known as blades – mounted within equipment racks in a data centre. In contrast virtual servers – also known as virtual server instances – are software-controlled slices of real, physical servers. Virtual servers are created by a process called virtualization that allows many users to share the processing power of one physical server. With cloud computing, institutions procure IT services from remote providers, and campus constituents access these resources over the Internet. E-mail, for example, long considered a staple of an institution’s IT operations, can be obtained from a range of sources, and a growing number of campuses contract with outside suppliers for this function. Software is hosted by the provider and does not need to be installed—or maintained—on individual computers around campus. In some cases, a large university or a consortium might become a provider of cloud services. Storage and processing needs can also be met by the cloud. Institutions pay only for the resources used, and users can access the applications and files they need from virtually any Internet- connected computer. In a mature cloud computing environment, institutions would be able to add new IT services or respond to changes in capacity on the fly, saving capital costs that can be redirected to programs of strategic value to the institution. Advantages †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Reduced Hardware equipment for end users Improved Performance Lower Hardware and Software Maintenance Instant Software Updates Accessibility Less Expensive (Amazon example) Better Collaboration Pay for what you use Flexible 6. CHARACTERISTICS †¢ High scalability Cloud environments enable servicing of business requirements for larger audiences, through high scalability Disadvantages †¢ †¢ †¢ †¢ †¢ †¢ Security Issues (#1 concern) Internet connection Too many platforms Location of Servers Time for Transition Speed †¢ Agility The cloud works in the ‘distributed mode’ environment. It shares resources among users and tasks, while improving efficiency and agility (responsiveness) †¢ High availability and reliability Availability of servers is high and more reliable as the chances of infrastructure failure are minimal †¢ Multi-sharing With the cloud working in a distributed and shared mode, multiple users and applications can work more efficiently with cost Reductions by sharing common infrastructure †¢ Services in pay-per-use mode SLAs between the provider and the user must be defined when offering services in pay per use mode. This may be based on the complexity of services offered Application Programming Interfaces (APIs) may be offered to the users so they can access services on the cloud by using these APIs 7. CONCLUSION After so many years, Cloud Computing today is the beginning of â€Å"network based computing† over Internet in force. It is the technology of the decade and is the enabling element of two totally new computing models, the Client-Cloud computing and the Terminal-Cloud computing. These new models would create whole generations of applications and business. Our prediction is that it is the beginning to the end of the dominance of desktop computing such as that with the Windows. It is also the beginning of a new Internet based service economy: the Internet centric, Web based, on demand, Cloud applications and computing economy

Expatriate Management in MNCs as Knowledge Management

Expatriate Management in MNCs as Knowledge Management Expatriate Management in MNCs as a Form of Knowledge Management and its Applicability in Reduction of Soaring Turnover Rates: a Case Study Approach Abstract This dissertation in International Human Relations addresses the potential of expatriate management as a tool of knowledge management and its applicability to the reduction of turnover rates in a global economy. Companies today cannot survive and prosper without some form of globalisation. When an appropriately planned expatriate program is utilised, the flow of information supports knowledge transfer, which can enhance the entire functionality of the company. The specific vehicle for knowledge transfer will be cross-cultural training, with its generalisable lessons for the global corporations. In this research, the case study approach is utilised along with the study of archival materials. After extensive research into the United States Peace Corp and its handling of expatriates, Tyco Flow Control/KTM Company of Japan and Electrolux of Sweden, supported by an extensive review of current literature, this dissertation reaches the conclusion that the decision on whether or not to use expatriates and in what fashion they should be used must be based on a combination of the needs of the company and the companys organisational structure. Expatriation is expensive and companies should plan for success if they intend to utilise an expatriate program. However, the knowledge gained from the study of expatriate programs can be successfully utilised to mange the spread of knowledge throughout the organisation and to develop interventions, which will lower the overall rate of turnover within an organisation. Certainly, we cannot afford to ignore these lessons. Chapter One Introduction 1.1 Chapter Introduction There are a number of challenges involved in the development of multi-national corporations (MNCs) in todays era of globalisation. Increasingly the trend has been for companies to utilise expatriates on tasks that are critical to the companys operation or continued success. MNCs use expatriates for a number of reasons. In general, the perception exists that it is easier to control an employee from the home office, carefully chosen and indoctrinated in the companys culture. Thus, the concept of corporate control plays a large role in the selection and the use of expatriates, but it is certainly not the only reason. Many times, expatriates have specialties that the company believes it can export when developing the global market. In addition, expatriates who have been thoroughly trained in the companys procedures can be very valuable during the process of entering new markets and setting up the office and administrative under structure that inevitably follows such expansion. Human resources management inevitably becomes more complex in an international venue. Companies must consider not only the corporate culture and the national culture of their home country, but also the national culture of the country or countries which they are expanding into. Expansion into other nations also brings with it a myriad of laws and regulations that may well conflict with the home countrys laws or rules. The situation becomes more complex with each additional field office or subsidiary that the company acquires or develops. 1.2 Context There is a great deal of research that suggests that the way companies manage their human resources contributes to whether or not the company will succeed or fail (Tung, 1984). International human resources management can make or break a new expansion, and poor management of expatriates within established MNCs can send the company into a crisis. Companies must be able to communicate with their employees and to coordinate actions, activities, and regulatory compliance between a number of corporate and governmental entities. Failure to do so successfully can affect the bottom line of any multi-national corporation or company, and can destabilise a company that is not experienced in dealing with international human resources. Financially, there is a great deal at stake for the MNC which utilises expatriates. The obvious cost, of course, occurs if the project that the expatriate is assigned to fails. Such a significant financial blow can, as pointed out, destabilise a company. There are many other costs associated with expatriate management, however, that may not be obvious on the surface. Employees must be recruited into the programme and trained. Their families should receive training regarding the area of assignment. Moving or relocation costs are significant even if the family travels light. Many companies provide housing assistance in the country of assignment, and trips back to the home country on a scheduled basis. All of these expenses add up. One additional expense that must be considered is the replacement of the employee who enters the expatriate programme. If the employee is already a member of the organisation, his or her transfer to a foreign office will leave an internal position that must be filled. MNCs must also consider the ramifications to the company if their expatriate behaves in a fashion that the host country members consider improper. The amount of ill will that can be generated throughout the host community can be nearly incalculable. Even though it is an indirect cost, it can be as devastating as a more direct financial loss. Even in the best of cases, when the expatriation fails without loss of business and the expatriate returns quietly to the home base, the expatriate may leave the company. When this happens, the company loses a valuable employee and the investment that went along with that employees training. When the problem of failed expatriation is looked at from these perspectives, it becomes clear that the financial repercussions may be greater than they appear at first glance, but the loss of money is only a small part of the overall problem of expatriate loss. Indeed, the operation of the entire organisation can be threatened, along with the investments from the companys stakeholders and employees. This provides a great deal of impetus for investigation of the issues related to expatriate management and reduction of turnover both nationally and internationally. In the past, one might make the argument that expatriates and local employees are not in the same category. After all, expatriates face other cultures on a routine, day to day basis. As a matter of fact, they are immersed in their home culture. As Hofstede (2003) points out, every culture defines its own version of being socially correct. These constraints govern how cultures do business. It has become big business to help companies and individuals understand the different ways that host companies interpret what we may consider average, day to day gestures. The various governments recognised this concept long ago. Virtually every country provides some form of training in culture applications for ambassadors and members of the state and foreign service divisions. Nevertheless, business has been slow to adopt that concept. Even when MNCs recognise the need to provide this training, they may not fully understand the impact that the difference in culture has on the employee. The employee generally travels with family, and it is as important to acknowledge that family members and their success at adaptation have a large input into whether or not the employee adapts successfully. Thus, MNCs that fail to include all the family members in a culture immersion programme fail in their handling of expatriates. Today, all companies operate in a multi-cultural environment. Even small mom and pop operations are exposed to customers, suppliers, or regulators who are from other cultures. Nearly every country is now a cultural melting pot of residents, and those that are relatively homogenous still have influx from visitors and tourists. While it is easy to downplay the importance of a single tourist who has wandered off the beaten path, it is impossible in this day and age of modern technology to estimate the importance of that single customer. Placed in context, an unfortunate interchange with an individual who turns out to an important stakeholder in his or her professional community can be devastating. Attitudes of employees to customers or suppliers can cause supply chains to dissolve, large numbers of customers to disappear, or contracts to be cancelled. In a sense globalisation has caused a return to small town front porch mentality where everyone either knows everyone or knows his or her cousin. The Internet and global communications offers such anonymity that it is now possible for a companys largest customer to conduct a surprise visit and not be recognised. Given the right – or wrong – circumstances, the impact on business can be devastating. It is this concern, the concern for the international aspect of all business today, that ties together large MNCs and small, at-home operations and cautions us to develop a greater understanding of other cultures, whether we manage expatriates, or merely serve customers in our tiny walk-in. How a company treats its customers and stakeholders affects the survivability of the business, and retention of well-qualified and well-trained employees is part of that survivability, especially when it relates to cultural aspects of functionality. This paper, then, addresses the system of business that relates to intercultural communication and impacts management of expatriates as well as the home office. At the present time, there is a great deal of research that shows the difficulty that expatriates face on assignment and on repatriation, and there is significant research that indicates that cross-cultural training offers possibilities for helping these employees adapt. There is a gap in the research between these issues and the types of cross-cultural training that may lead to a decreased turnover rate. Additional research may be most helpful. When we review what types of cross-cultural training may be most useful, there is also indication that successful expatriates who return from assignment and remain with their companies may be able to add to the knowledge base of successful adaptation. It is this concept that successful expatriates contribute to knowledge management that I address in this research. Successful management of this knowledge may contribute not only to a lowered turnover rate among expatriates, but may offer suggestions to how business can lower the turnover rate overall. I suggest the concept that expatriate management tends to overlook one extremely important concept: that turnover EVERYWHERE is extremely high, and it will be no different in the expatriate population if we treat regular employees in the same manner that we treat expatriates, assuming the expatriate programme is successful. Thus, development of a plan to manage and retain expatriates has great generalisability for the companys population as a whole with regard to retention. This concept has been touched on in the available research but is not fully developed. A work developing this concept can truly add to the field. 1.3 Aims and Objectives The aims and objectives of the research will be to explore why some MNCs are successful at increasing retention of expatriates and what role cross-cultural training plays in that success; to explain the steps that successful MNCs take in utilising the knowledge they gain in working with expatriates as a form of knowledge management, and to describe how this information can be utilised by other companies to lower the overall general turnover rate. A number of research questions evolved that will be useful in determining why some companies are so successful with expatriates while others are not. The questions will guide the research: How do some MNCs lower the rate of turnover of expatriates? How do companies that lower the rate of turnover of expatriates utilise what they have learned as a form of knowledge management? What role does cross-cultural training play in successful retention of expatriates? What is the generalisability of the success of expatriate management in the MNC as a form of knowledge management and its application to the reduction of soaring general turnover rates? 1.4 Rationale The overall turnover rate of employees throughout the world is soaring. The problem is particularly high in America. The cost to companies of employee turnover is so high that one sometimes wonders how the companies stay afloat. At the same time, there are a number of difficulties with expatriate management. As the rate of expatriate attrition increases, so does the cost to the multi-national company in both financial terms and in terms of morale. In researching problems with international human resources management, particularly problems associated with the management of expatriates, a link between increasing rates of general expatriate turnover and generally high rates of employee turnover seemed to present. Gaps in the research indicate there must be more research into the process of repatriation and knowledge management, for this is the point at which the greatest knowledge exchange back to the company in terms of cultural knowledge should occur. Research must determine what contributes to success repatriation and why some expatriates choose to terminate contracts early. All of these areas will be investigated. The next step, then, is to investigate why some companies seem to manage expatriate programmes successfully, and why some programmes fail. By reviewing successful expatriate management, we may learn general lessons of human resources management that may well contribute to the base of knowledge for the reduction of overall turnover rates throughout the working world. 1.5 Methodology Qualitative research seeks to address the why and how of occurrences, making it ideally suited for a project of this nature. Though there are many forms of qualitative research, two forms seem particularly applicable to the nature of this investigation. A literature review will be conducted, of course, to place the state of the knowledge of expatriate management in the context of general management of human resources. An archival investigation, however, will take and utilise the literature review as a starting point. Through a thorough investigation of archival materials available, additional research information will be gleaned. The case study method will also be utilised to investigate three specific multinational companies or organisations that have had a great deal of success with the expatriates that they managed. Case study approach allows me as the researcher to concentrate on details that might otherwise be overlooked in a traditional literature review. Archival review materials will also contribute to details of the case studies. 1.6 Chapter Outline Chapter One of the dissertation consists of an introduction to the study and places the study in context, the aims and objectives, rationale, and methodology of the paper are reviewed. Chapter Two reviews literature related to the topics of international human resources, expatriate management, turnover, and knowledge management. The literature review presents various perspectives of the research topic and reveals how previous researchers have investigated the topics. The literature review is expected to reveal gaps in the research and suggests areas that this research will explore. It is guided by the aims, objectives, and research questions, but can also provide an indication for modification of those aims, objectives, and questions if changes are needed. Finally, the chapter provides a framework for the overall research. Chapter Three discusses methodology of the research and details the strategies that were undertaken during the research, including data collection methods and methods of analysis. Methodology describes methods that were utilised to conduct the research and defines the reasons they were selected. Chapter Four provides the analysis or the synthesis of the research. It ties together the research questions, the theories behind the research, and the methods of doing the research. Finally, in a good research project, the analysis will actually raise questions that will be guidelines to future research in the field. Chapter Five details the main findings of the paper, gleaned from the analysis, and describes how the results are similar to prior research, but also how they differ. The contribution of the research to the knowledge base of expatriate management and reduction of general turnover rates will be provided, and the limitations of the research will be defined. Suggestions for future research will be provided and ways to reduce limitations of future research will be discussed in the context of the experience of myself as the researcher for this project. The paper will be concluded with a bibliography of works utilised in the preparation of the paper, and if necessary, supporting materials will be provided in appendices. 1.7 Chapter Summary This chapter has set the stage for the research project and dissertation. The subject matter was introduced, and the study was placed in context of international business and human resources. The aims and objectives of the research were described and the rationale for the dissertation was produced. A summary of the methodology of the paper was provided, and a chapter outline of the work was also presented. In summary, Chapter One set the stage for the research and provided an overview of the project. Chapter Two Literature Review 2.1 Chapter Introduction Today, all companies have retention problems (Ramiall, 2004). In 2005, the United States had an overall turnover rate of employment of 23%. Companies face fierce competition in the quest to retain employees (Mitchell, Holtom, and Lee, 2001). Hay (2002) reports that in the past 10 years, employee turnover increased by 25%, making the problem of retaining employees the number one employment problem in the United States (Kaye Jordan-Evans, 2000). With a shortage of potential labour until approximately 2012, the pool of qualified and available labour is small, making the problem of retention much more intense. Clearly a need exists to lower the rate of turnover in companies. While the presented references above are in evidence of a turnover rate in American companies, the issue is global, especially in this day of large multi-national companies. The problem is, perhaps, even more pronounced with expatriates due to the large amount of money it takes each MNC to recruit, train, and support expatriates and their families. A retained expatriate can be an asset to the company; a lost expatriate represents a significant financial drain. It makes sense, then, to explore how expatriates can be retained, and to utilise the knowledge gained to lower the overall turnover rate of the company, thereby increasing retention and decreasing costs. Retention of expatriates contributes to the companys knowledge management capacities and to retention of trained employees in the MNCs, and cross-cultural training seems to offer one of the most promising avenues to encourage retention of qualified employees. The literature review served as a basis of study during the preliminary phases of the project and was supplemented a great deal in the final paper. As the research developed, it was clear that there were many avenues that needed to be explored to gain a holistic understanding of the issues relating to international human resources management and successful administration of expatriation programmes. Through the course of the initial review of the literature, a link became clear between lessons learned by companies that have successful expatriation programmes and companies that could utilise this knowledge in lowering their turnover rates. All businesses today, it is clear, have a multi-cultural aspect that must be addressed. The issue then becomes how multi-culturalism will be addressed and how knowledge gained from successful expatriation can contribute to the overall knowledge of successful MNCs (Sizoo, Plank, Iskat, and Sernie, 2005). This project will help bridge the gap between l arge MNCs with offices in other nations, and smaller companies that may benefit from their knowlege. 2.2 Importance of International Human Resources Management Tye and Chen (2005) state that capturing and maintaining a competitive advantage is not the most important issue for many organisations. At its lowest common denominator, the purpose of business is to make a profit. Friedman (1970) even argued that business has a social responsibility to make a profit for its investors. Friedman argued that business leaders needed to do whatever it takes to acquire and maintain that profit. Tye and Chen (2005) point out that there is now a general consensus that larger companies must operate successfully on a global level in order to capture and maintain the competitive advantage which leads to profit. As businesses have an increasingly international role, how to manage the people in the business on a global scale becomes a huge challenge (Lee and Liu, 2006). Businesses cannot operate without people, despite an increasing dependence upon technology. In order to retain people, there must be adequate human resources management systems. For large international companies, then, the human resources managers and their systems must aim towards acquiring and maintaining people who are competent not only in business, but in functioning in the international environment (Liu and Lee, 2006). For many years, the tendency was to believe that management was the same whether the company being managed was in the managers home country or a foreign land. This universal approach to management is considered an ethnocentric approach (Dowling and Welch, 2004), in which the values established in a corporations home country are the values that predominate through every field office. In this form of management, all of the practices of the business stem from practices and values of the home office, and all of the employees that become managers in field offices are hired and trained at the home office. While this approach offers certain advantages (for instance, the level of corporate control), it is not the most beneficial model of operation if one hopes to expand the business significantly in the targeted areas of other nations (Kuhn, 2000). Indeed, as Kuhn points out, ethnocentric organisations have essentially no advantage in local market areas. What difference is there between a human resources manager that deals with employees within the bounds of one nation, and one that deals with international situations? The basic difference is that when dealing with international human resources issues, the level of complexity between the rules, regulations, and operating mechanisms between different countries can be overwhelming, especially when more than one group of national workers is involved (Dowling and Welch, 2004). The difference may well be less pronounced in the nations of the European Union, where laws and operating regulations have been standardised to a degree, but national identities of workers complicate the issues. Indeed, even strong cultural identification roles can impact the path that international human resources managers must take. In addition, employees who will be fulfilling an expatriate role must be carefully matched to the job. In 1998, Stone suggested that the selection of expatriate employees is much more difficult than selecting personnel who will remain in the home office. This contention, however, is one of the concepts that will be investigated in the research. While Dowling and Welch argue that the selection of expatriates with personal issues such as low capacity to adapt, poor emotional stability, or bad attitude leads towards failure of the match to the expatriates job, one might argue just as easily that a bad attitude, immaturity, and refusal to adapt are indicative of poor selection of any employee, not just an employee who will be expatriated. It may seem simplistic, but a good, stable expatriate employee will make a good employee. On the other hand, a good employee will not necessarily make an adequate expatriate. It is this rule that led to my decision to explore a potential link between expatriate retention and retention of the average employee. Sizoo et al. (2005) concluded that adequate c ross-cultural training of any employee in a MNC greatly increases employee effectiveness and can lead to increased promotions and pay raises, which cut turnover rates. The argument could also be made that the same would apply in smaller companies, especially those in areas with a high cross-cultural population component. An expatriate who has negative attitude, poor emotional stability and maturity, lack of language ability, and a low level of adaptability also is a poor choice in host nations, where the chance of culture shock already exists (Dowling Welch, 2004). 2.3 Turnover Todays companies are faced with the prospect of continually replacing employees who have left the company. The cost of turnover is high both in direct turnover rates related to the physical process of hiring and firing and in the indirect rates of education, checking of the references, and so on. The costs are even higher if the member that leaves is a member of the expatriates, or if the member has recently repatriated at cost to the company. Thus the company cannot afford to keep replacing employees from a financial cost and a morale cost. Some turnover is caused by tension with management while other turnover is caused by having unclear job expectations. Increasingly in the international arena employees leave because they do not understand what they have to do to get ahead, or they feel they followed the companys directions and are still not appreciated for the service they have rendered. Peter Senge has identified three types of leaders: the peer leader, the line manager and the executive. Each one works to help build collaboration, to educate staff, and to strengthen the company culture. Teamwork and teaching should be utilised as a method of advancement (Senge 1990, 1996) and it is in this way that the expatriate can be particularly utilised. These employees can become leaders, and be promoted to management in the future. 2.4 Four Approaches to Management Orientation What exactly constitutes a multi-national company? Loosely defined, it is a corporation or large company that provides goods and/or services in more than one country. The MNC may have operations in a fair number of other countries. To be able to supply goods or services across national lines, the company must have significant resources. Thus, MNCs by their definition have access to a great deal of money or financial backing. The company is financially able to acquire the goods, services, and personnel acquired to function at a high level. To put it bluntly, companies with large budgets can purchase the best; few people would argue that a multi-national company as large, for example, as Wal-Mart, will have an operating budget larger than some small companies. Given that many companies have budgets that can buy the best, why is the expatriate failure rate so high? Black and Mendenhall (1990) pointed out that over 40% of all assigned expatriates return home early, and the expatriates that remain in the host nation, only 50% function effectively. Does the failure of the expatriate lie solely in the personality and training of the individual expatriate? Some evidence suggests that failure may be associated with the approach to management that the multi-national organisation chooses. Management approaches in multi-national companies can be polycentric, ethnocentric, geocentric, or electocentric. Each of the four models is discussed briefly below. Polycentric The polycentric approach to management utilises the belief that managers in host countries know the best way to approach work within their country and are the most familiar with effective ways to manage businesses within their country (Banai and Sama, 2000). Companies that adopt this attitude have generally concluded that all countries are different and that local subsidiaries should adopt policies and practices that are appropriate locally and are under the direct supervision of local managers from the local area (Banfield, 1998). Kuhn (2000) states that polycentric organisations offer the greatest local control to subsidiaries, which can be a tremendous advantage when the local manager is effective and savvy to local culture, customs, and business operations. Polycentric models are sometimes referred to as multilocal models, or even a multidomestic organisation. Ethnocentric As pointed out earlier, ethnocentric management embodies the concept that the home office manager knows best, regardless of the circumstances or culture of the host office. Dowling and Welch (2004) characterise this as a universal approach to management and believe that the main advantage of this form of management is the level of control it offers the MNC. Another advantage of this mode of operation, however, is that it presents the company with a more homogenous approach to business: no matter which office one is in, things are done the same way; managers are selected for the same reasons regardless of the location, and promotional paths remain the same regardless of where one transfers. Kuhn (2000) states, however, that this mode of operation is a distinct disadvantage if one a company wishes to expand operations in the host company. It offers no benefits when dealing with the local population, and may well be a disadvantage in terms of understanding local procedures and cultural impacts to business. Geocentric In the geocentric mode of operation, the company makes the decision that no one culture or organisation is better than another. Instead, the company concentrates on operating in as culture-free a manner as possible. Every effort is made to have a central control system, combined with a high level of standardisation. The organisation itself encourages all office to participate in decision-making based on a global rather than local context (Myloni, Harzing, and Mirza, 2004). Geocentric organisations offer one huge advantage: they are able to hire the best person for the job, without regard to nationality or national location. According to Kuhn (2000), the geocentric mode of organisation offers the best local advantage, along with the polycentric mode. Companies that embrace the geocentric view are sometimes referred to as borderless, or transnational. Electocentric / Regiocentric This model, also known as transregional model, is a model of globalisation that combines the geocentric model with the polycentric model. Companies that adopt this model of operation will frequently develop into a global or geocentric model of operation. In this mode, managers are hired locally and may be transferred within a general geographic region. The region tends to be fairly independent of the home company and does enjoy a certain amount of autonomy. This mode offers most of the benefits of the geocentric model. 2.5 Other Views of Management Approach Goshal and Bartlett (1998) present a different few of management approaches of multinational companies. They define the approaches as multinational, global, international, and transnational. In their definition, multinational companies decentralise and tend to regard their overseas offshoots as separate business acquisitions with their own autonomy