How Far do they Critically Place the Issue of Marginalization and the Essay

How Far do they Critically Place the Issue of Marginalization and the Concept of Habitus and do the Examples Try to Universalize these Concepts - Essay Example In Uma Kothari's Power, Knowledge and Social Control in Participatory Development, she delves into the Foucaultian world of participatory power-play and limits of social-power and how the pattern of judgment and punishment becomes a strategic weapon that is supported by a said and unsaid network of sign systems everywhere. She begins by quoting Foucault and argues how the processes of canonization affect those individuals and who are often marginalized by their separation and isolation from the production of knowledge and the formulation of policies and practices, to be included in decisions that affect their lives. She focuses on participatory techniques as methods of knowledge accumulation and attempts to unravel the sorts of power that are reproduced at the micro-level through the use of these approaches, and how participants and participatory development practitioners are themselves conduits of power. The arguments she presents presented are how participatory development can enco urage a reassertion of control and power by dominant individuals and groups, that it can lead to the reification of social norms through self-surveillance and consensus-building, and that it 'purifies' knowledge and the spaces of participation through the codification, classification, and control of information, and its analysis and (re)presentation. The chapter also explores the limitations of participation in terms of how it demands certain kinds of performances to be enacted. It is suggested here that individuals and groups can and do subvert the methodology and, in doing so, gain control by shaping the form of their participation through their 'performances' on the PRA stage and in their selection of the information they conceal or choose to disclose. Kothari shows that an individual's behavior, actions, and perceptions are all shaped by the power embedded and embodied within society, something which Friedmann will call habitus. But, whereas, Friedmann offers a more detailed analysis of transnational migration and the corresponding effects on the loci of the migrants and the lands they are migrating to, Kothari tries to chart out the power structure of individuals and groups that are often selected for participation because of their disadvantaged position vis--vis, for example, their access to resources and services, or their control over decision-making. She upholds Foucault's idea that all individuals are most certainly affected by macro-structures of inequality (such as gender, ethnicity, class), and that even when individuals think that they are most free, they are in fact in the grip of more insidious forms of power, which operate not solely through direct forms of repression but often through less visible strategies of norm alization (Foucault 1977, 1980). Power is cappilary and difficult to locate as it runs through notions and practices, can be enacted by individuals who may even be opposed to it, and localized through its expression in everyday practices - through, for example, self-surveillance.

Levers of Control and Strategy Implementation Essay

Levers of Control and Strategy Implementation - Essay Example Secondly, the technology requirement for the low class lock is low and lock can be produced by some small companies in town. They have cost advantage in tax and administration. The product can meet the requirement in low class market. Thirdly, the higher steel price compresses the profit space. The case company is located in the North of China. It is a medium size company which has three production lines and can produce about hundred kind of lock. Their products are mainly the door lock and padlock. Their locks are used in civil and industrial areas. They can produce the low- and medium class lock. Between 2003 and 2005, they pay attention to low class door lock because of high demand by the construction company. In these two years, the competition in low class market became fierce They decided to go back the medium market. In 2007, The productivity of medium class lock take 30% percent and the profit take more than 50%. The top management realized they must develop in medium-class market because of high profit ratio. However, their vision and strategy can not be implemented successfully by their current performance and control system. During strategy implementation, the strategic uncertainty must be met. These strategy uncertainties drive the new strategy. The company's current source of strategy uncertainty is stronger competition (Atkinson and Court, 1998). Normally, companies choose one or more performance measurement and control system to monitor the uncertainties interactively. The case companies choose the revenue interactively which is highly responsive to changes in competition. However, the measure of the whole revenue can not meet the requirement of the new strategy as the companies decide to develop their product in the medium product market. The sales and profit of the medium class products are not monitored separately and interactively. Moreover, supplier is an important aspect of strategic uncertainty in competition market. For example, they pay less attention to the raw material previously because the fluctuation in the raw material market is stable. The small fluctuation of profit does not influen ce their production plan and strategy. One of their strategies is market share. The revenue is a critical performance variable of market share. However, in the last year, the steel price increased by 15%. This change heavily influenced their profit. The company had to change the production plan. The cost of raw material has a big impact on the company's profit. They need to pay more attention on the raw materials market. In order to occupy the market, they can not transfer the cost of raw materials to sale price fully. Therefore, they should monitor the cost of raw material and provide a subjective incentive to the purchaser. The levers of control (LOA) can not only improve the strategy implementation capacities in the four facets, but also manage the strategic risk which is often ignored. The successful strategy implementation requires controlling the multiple dimensions of strategy reflected in the 4Ps of strategy implementation: perspective, position, plans and goals, patterns of action. Since there are still gray areas in some aspects of strategy implementation like the levers of control, this research will investigate the levers of control of strategy implementation (Bapna et al, 2000). Specifically, the study is set

Introduction To Workforce Diversity Commerce Essay

Introduction To Workforce Diversity Commerce Essay Workplace diversity refers to the extent to which an organization is culturally diverse. Cultural diversity includes the range of ways in which people experience a unique group identity, which includes gender, sexual orientation, race, ethnic and age. An organizations culture tends to determine the extent to which it is culturally diverse. In a journal entitled  The multicultural organization, by Taylor Cox, Jr., Cox talks about three organization types which focus on the development on cultural diversity. The three organization types are: the monolithic organization, the plural organization, and the multicultural organization. In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is very minimal. In the United States, this organization usually represents white male majorities in the overall employee population with few women and minority men in management jobs. The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group. The multicultural organization not only contains many different cultural groups, but it values this diversity. Benefits 1. It helps motivating employees. 2. It enhances the innovation and creativity of employees. 3. It helps in reducing cost. 4. It creates flexibility in the organization. 5. Immediate access to problem solving. 6. Easy transfer of knowledge. 7. Better marketing structure. 8. Innovative work environment. 9. Immediate outcomes. 10. Fulfillment of social responsibility. 11. It helps attract and retain employees. Challenges Miscommunication and lack of understanding is bound to happen in diverse workplaces. Having a policy of diversity and utilizing team-building exercises can help employees learn to communicate and respect each other. Diversity training should be implemented from the top through the bottom of the company hierarchy. Employees are more likely to consider policies fair if those policies can be seen firmly in place at the manager level. Having zero tolerance for harassment and discrimination can help companies avoid costly lawsuits. Action Steps First, assess your companys diversity across all departments. It may help objectivity to hire an outside consultant to perform a diversity assessment. Document what things you want to change, and then make a plan to start diversifying your business. Set up reasonable goals for your company; you may want to revisit your companys policy of diversity every quarter or annually. Be aware of the difference between pursuing workplace diversity and affirmative action. Affirmative action, which is the process of considering a persons racial background during the hiring process, has been challenged in the courts. The Supreme Court has generally frowned on workplace quotas. Employers should be careful to avoid reverse discrimination during the staffing process. For example, pursuing workplace diversity is not the same as having positions that are only open to women or people of color; this is illegal. [Cultural bias  is an additional factor which challenges culturally diverse work environments. Cultural bias includes both  prejudice  and  discrimination. Prejudice refers to negative attitudes toward an organization member based on his/her culture group identity, and discrimination refers to observable adverse behavior for the same reason Another challenge faced by culturally diverse organizational environments is  assimilation. Assimilation into the dominant organizational culture is a strategy that has had serious negative consequences for individuals in organizations and the organizations themselves. Those who assimilate are denied the ability to express their genuine selves in the workplace; they are forced to repress significant parts of their lives within a social context that frames a large part of their daily encounters with other people. She goes on to mention that People who spend significant amounts of energy coping with an alien environment have less energy left to do their jobs. Assimilation does not just create a situation in which people who are different are likely to fail, it also decreases the productivity of organizations. (WIKIPEDIA) EVOLUTION OF WORKFORCE DIVERSITY http://www.ehow.com/about_5066229_characteristics-workplace-diversity.html Workplace diversity was first encouraged in the U.S. by the passing of the Equal Pay Act in 1963. This law required equal pay for men and women performing the same job. The Civil Rights Act of 1964 prohibited discrimination based on race, color, religion, sex or national origin. This included making hiring or firing decisions based on these backgrounds. So far, sexual orientation is not one of the federally protected categories under equal rights laws. However,  businesses may incorporate sexual orientation consideration when embracing workplace diversity.]] IBM first company to start work force diversity http://www.citehr.com/46309-ppt-managing-diversity.html IBM figured in the Fortune magazines list of Americas Most Admired Companies in the year 2004. It was appreciated for recruiting and retaining the best talent across the world. IBM actively encouraged recruiting people from various social and cultural backgrounds irrespective of their age, sex or physical status. In the same year, IBM had developed a talent marketplace to effectively manage its workforce. The marketplace supported employees to find the most suitable job across different organizational units within the company. The ranking was based on eight variables like employee talent, innovation, use of corporate assets, social responsibility, quality of management, financial soundness, long-term investment value, and quality of products/services5. Later, in the 1970s and 1980s, as IBM started operating in other countries outside the US, it actively promoted diversity. The company developed a well-structured diversity policy and implemented it within the organization. During the 1990s, diversity council and network groups were formed to promote diversity In the early 2000s, a skilled workforce was one of the key differentiators for a successful IT company. IBM gave importance to not only recruiting and retaining the best talent but also to managing them in such a way that wastage of skills was reduced. In 2004, IBM developed Human Capital Management Services software to implement a talent management model within the organization. According to analysts, IBMs focus on talent management enabled the company to utilize its workforce properly and also to assess its future talent needs. They felt that the best practices in talent management could be further used to formulate and implement succession planning and leadership development strategies. Work Force Diversity at IBM Diversity at the work place in the US originated from the concept of EEO in the 1940s. At IBM, Watson Jr. issued the first equal opportunity policy letter in 1953. Later, it came under government compliance under the Civil Rights Act of the US in 1964. With the onset of globalization in the 1980s, organizations initiated efforts to broaden their marketplace. In an attempt to sustain themselves amidst the continuously increasing competition, they started doing business across the world. This trend made it important for them to focus on diverse cultures across borders in order to offer products and services that suited the specific needs of different markets. LITERATURE REVIEW In todays society, cultural diversity is at the highest point it has ever been. As companies are becoming more diverse, it is becoming more important for them to understand and manage that diversity. People of different backgrounds, races, ages, sex, and/or religions create a diverse workforce. There is an importance of having a diverse workforce in order to provide better performance overall. With a diverse workforce, there arises a need for new management strategies, which require organization leaders and managers to know the differences among their employees and to know how to handle situations involving these differences. As Dr. Sondra Thiederman, a leading expert in workplace diversity, stated, whether you are a business owner, executive, salesperson or customer- service professional, your success will increasingly depend on your ability to function in a culturally diverse marketplace (Thiederman, 2000).   The growth in diversity is continually on the rise. Today, one in four people in this country belong to a minority or are foreign-born (U.S. Census Bureau, 2001). These minorities are considered include any person who is not a white-male. Women today, who currently make up less than half the work force, are expected to fill 65 percent of the jobs created during this decade (Jackson et al., 1998).   Cornell Cooperative Extension, February 1998 http://www.joe.org/joe/1998february/a1.php Strategies for recruiting a diverse workforce are illustrated by case examples from the three stages in Cornell Cooperative Extensions staffing process. Organizational change to address diversity and pluralism requires a change in organizational culture. In the process of recruiting staff from diverse backgrounds, Cornell Cooperative Extension is creating new rules to become more inclusive. Implications indicate that retaining staff from diverse backgrounds needs to be as high a priority as recruiting them. Preparing the workplace to support staff from diverse backgrounds requires greater attention. Changing organizational behavior is the first step in creating a workplace that supports diversity and pluralism. Strategies for helping organizations become more inclusive are reviewed.  Workplace diversity means new opportunities for both employees and employers. As organizations such as Cooperative Extension move into the 21st century, it is imperative to capitalize on the talents of employees from diverse backgrounds because it is their differences that enrich us, expand us, [and] provide us the competitive edge ALLIED SOFT( www.microsoft.com/casestudies) need to develop and manage your globally dispersed and diverse workforce more effectively without sending your costs sky-high. To do that, you need scalable, advanced people management technology that drives your HR strategy across culture, nation and language so you can efficiently manage your workforce, no matter where in the world they may be. By Juliet Midgley and Rae Lewis http://www.onlineethics.org/cms/10977.aspx Adjusting to diversity involves developing a new corporate culture that will work naturally for all. This culture has not yet been fully developed, although companies such as Honeywell, Aldrich Associates, and Pacific Bell are making the effort. According to Robert Roosevelt Thomas, pioneers will be needed to forge and solidify this new area of management and business. He envisions that diversity will be fully achieved and effectively managed only in such a way as to get from a heterogeneous work force the same productivity, commitment, quality, and profit that we got from the old homogeneous work force. Creating diverse workforce greatest challenge for global firms By  Ã‚  Ã‚  IANS Tuesday,17 June 2008 http://www.siliconindia.com/shownews/42798 Creation of diverse workforce would be the greatest challenge for corporations in a globalised world, Infosys Technologies chairman and chief mentor N.R. Narayana Murthy said here Saturday.As corporations grow and globalise, I am convinced that the greatest challenge they will face will be the creation of a diverse workforce, Murthy told shareholders at the companys 27th annual general meeting (AGM) for fiscal 2008.   In a bid to address the daunting challenge, Infosys has built a global base to grow in the future, with over 91,000 employees from 70 nationalities working across 90 countries. During 2007-08, the company recruited a record 33,177 people against its projected hiring plans for 25,000.As a global firm with a multi-cultural, multi-ethnic workforce and delivery centres, Murthy said the IT bellwether had taken several measures to create a high-level of diversity in its workforce by enhancing its recruiting efforts in different countries.Though Infosys receives a whopping one million job applications every year, just 2.3 percent of them are offered employment. We continue to hire from the best universities the world over and train them in our global education centre at Mysore in Karnataka. The first batch of graduates from Britain were hired in the last fiscal, Murthy pointed out.Riding on the success of its hiring and training programmes in Britain and the US, Infosys plans to extend the same to many other counties to build a world-class global workforce. Murthy also informed the shareholders that the education centre at Mysore, about 140 km from Indias IT hub, would be one of the worlds largest such facility where 13,000 graduates can be trained at a time, with about 500 faculty rooms and 10,300 residential rooms. Infosyss Globalization Strategy Posted in:  Ã‚  Business  Monday 23rd, June 2008 http://blogs.siliconindia.com/RajSheelvant/P0wU18365916020 Creation of diverse workforce would be the greatest challenge for corporations in a globalized world, says Infosys Technologies chairman and chief mentor N.R. Narayana Murthy according to Silicon India article Creating diverse workforce greatest challenge for global firms. The only way to overcome ethno-centric corporate culture is to have multi-ethnic and multi-national top executives.  Infosys needs to create diversity at the top executive level first.  That will have a long term affect of neutralizing ethno-centric corporate culture and building a truly global organization.  That is the  onlyway for Infosys or any other company to achieve globalization strategy. Globalisation and workforce diversity: HRM implications for multinational corporations in Singapore. http://www.thefreelibrary.com/Globalisation+and+workforce+diversity:+HRM+implications+for-a0166537374 This paper presents findings based on a study involving local and foreign medium to large-sized multinational corporations (MNCs) in Singapore. The findings highlight the connection between the stages of organisational development, headquarters-subsidiary orientation, and increasing workforce diversity in MNCs. The following section discusses the political, economic and social imperatives in the Asia-Pacific region as regional political and business leaders emphasise on strengthening institutional capacities to develop and implement effective strategies and practices that will provide a foundation for human resources development in response to globalisation (Asia-Pacific Economic Cooperation, 1999, 2000a/b, 2001a/b). Subsequently, this will bring about significant organisational changes in firm structures. This study examines the impact of globalisation in Singapore as a result of such regional developments. The justification for the study in Singapore stems from the fact that it is strategically positioned in this particular region, whereby the nations leadership have placed much emphasis on strengthening institutional capacities to develop and implement effective national policies and strategies that will provide a foundation for continuous economic growth in the 21st century.   Attahir Yusuf International Journal of Management and Enterprise Development 2005 Vol. 2, No.2   pp.  240 256 (http://www.inderscience.com/search/index.php?action=recordHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orrec_id=6313HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orprevQuery=HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orps=10HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orm=or) The study explored workforce diversity in the under-studied Arabian Gulf. Specifically, it investigated what small enterprises are doing right with respect to workforce diversity and what they are not doing right. It also studied the relationship between motivation to diversify, level of education, gender and level of workforce diversification in small enterprises. The result indicated that the organisations are doing much more towards diversification and there is also a positive and significant relationship between education and the level of workforce diversification in the SME sector. Diversified firms are also reported as recording higher performance levels compared to non-diversified firms. Human resource practices and workforce diversity:an empirical assessment . Author(s):  Brian DNetto, Amrik S. Sohal,1999 http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticleHYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256HYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256hdAction=lnkhtmlHYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256HYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256contentId=848256 Workforce diversity has become an important issue in Australia. This study examined the extent to which human resource management practices were being used by organisations in Australia to manage workforce diversity. The study also assessed the perceived challenges and benefits of diversity in the workforce. The findings of this study indicated that overall, management of workforce diversity is only mediocre. In particular, inadequate diversity management practices were found in the areas of recruitment and selection and training and development. As migrant employees do not create any problems and are very compliant, the challenges that workforce diversity presents does not receive adequate attention by organisations in Australia. However, these organisations seek several benefits from their multicultural workforce. by Carol T. Schreiber , Karl F. Price , Ann Morrison In the early 1970s, labor demographers were observing changes in the composition of the U.S. workforce that were expected to modify domestic employment patterns in the coming decades. In 1976 a Conference Board report forecast that the 1980s decade would see higher percentage increases in labor force participation rates for white women and minorities than for white men given continuation of current trends (Lecht, 1976, p.8). When the mid-1980s arrived, demographers, noting that anticipated workforce changes had occurred, predicted further acceleration of the trend by the milestone year 2000. Workforce 2000 projections forecast continuing increases in labor force participation for previously under-represented demographic groups, especially women and people of color. These projections indicated that by the year 2000, working womens representation in the labor force would increase to 47% (of the labor force); African-Americans to 12%; Hispanics to 10% and Asians to 4%; building on tren ds already apparent in labor force participation rates (Fullerton, 1989). R. M. Wentling, N. Palma-Rivas There are numerous ways in which diversity has been defined, there is no definition that fully includes all the characteristics that a diverse population may bring to the workplace. It also showed that there are many forces that are driving diversity issues in organizations. For example, there is a significant increase in women and minority populations in the workplace; Americans continue to mature; an increasing number of minority youths are becoming part of the workforce; gay men, lesbians, and bisexual individuals are becoming an important part of the workforce and marketplace; people with disabilities are also increasingly entering the labor force; and more business is becoming global. This literature review indicates that the demographic composition is affecting not only the makeup of the labor workforce but also the makeup of the marketplace. Therefore, having a diverse workforce and managing it properly is perceived as a competitive strategy that can not only help attract diverse customers but also employees who have different perspectives that can contribute to the creativity of the organization. This review also indicated that researchers have found that an important reason for implementing diversity initiatives in organizations is to improve corporate productivity and profitability. Ongori Henry and Agolla J. Evans University of Botswana, Botswana.Accepted 27, June 2007 The extent to which managers recognize diversity and its potential advantages and disadvantages defines an organizations approach to managing the diversity (Adler, 1997). No organisation in this world of globalisation would survive without workforce diversity. It is the duty of the management to critically evaluate the benefits of workforce diversity in their organisation. On the other hand the management should put in place conditions which would enhance the workforce diversity in their organizations, more especially in their strategies formulation on the diversity of the workforce. Hence, with the diversity of the workforce, the organisation would be internally and externally competitive. Although, the process of diversification of organizations has six stages: denial; recognition; acceptance; appreciation; valuing; and utilization (Porras, 1991). It is believed that organizations should put in place strategies to enhance workforce diversity. In terms of organizational learning, organizations are still stuck on the problem of getting people to value diversity and have not yet determined ways to utilize and exploit it COMPANIES HANDLING WORKFORCE DIVERISTY ATT Commitment to Employees ATT realizes that diverse, talented and dedicated people are key to a companys success. The companys philosophy is to provide employees with continued opportunities to grow and develop their careers. Management is charged with successful implementation of various diversity initiatives as part of this philosophy. ATT leaders are expected to understand the importance of cultural competency. Training and Career Development We want to help our people grow and develop in their careers. In 2008, we invested $244 million in employee training and development programs and an additional $25 million on tuition reimbursement for employees. And 100 percent of our employees receive regular performance and career development reviews. Employee Resource Groups At ATT, Employee Resource Groups (ERGs) are affinity groups open to all employees. The ERGs support our commitment to diversity and inclusion through efforts in the workplace, the marketplace and the community. Were proud to work with these groups to further the goals, values and interests of both our employees and our company.   GENERAL MILLS http://www.generalmills.com/corporate/commitment/workforce.aspx We believe that diverse teams create more and better solutions. A diverse work force helps us stay ahead of our competitors through growth and innovation. Employee Networks General Mills Employee Networks provide a supportive, positive forum for developing, sharing, and exchanging information and ideas. They support our strategic work force objectives by: Attracting and retaining a highly talented diverse work force. Creating and maintaining an inclusive work force environment. Providing a voice to our leadership regarding barriers and opportunities. Providing a support system and forum for exchanging information and ideas. American Express American Express was well known in American corporate circles for its commitment to diversity. The company not only made a conscious effort to recruit a diverse workforce, but it also created a work culture where diversity was valued and promoted. This case discusses the diversity initiatives of AmEx. It talks about how the company partnered with several profit and non profit organizations to ensure that it had access to a diverse pool of candidates in its recruitment efforts. It also talks about the culture and policies at AmEx that ensured that diversity was promoted in all parts of the organization. The case concludes with a commentary on the extent to which the diversity initiatives were successful at the company, in the light of a law suit filed by some women employees against the discrimination they faced. Diversity at Amex Diversity was an integral part of the culture at AmEx. AmEx believed that focusing on diversity was one of the ways to gain competitive advantage in the rapidly expanding global markets.   Having a diverse workforce allowed AmEx to obtain a better understanding of the varied markets it operated in. Diversity has been defined in various ways by experts. The narrow definition, the one pertaining to the Equal Employment Opportunity Commission (EEOC) in the US, defined diversity in terms of gender, race, ethnicity, nationality, age, religion, and disability. However, over the years the concept of diversity widened to include parameters like marital status, language, sexual orientation and tenure with the organization. AmEx embraced and promoted diversity in the broad sense, and its diversity initiatives covered a large number of groups including women, minorities, senior employees, people with disabilities, and homosexuals. ACCENTURE DIVERSITY Accenture is passionately committed to cultivating a diverse workforce both because its the right thing to do, and its a key element of achieving high performance, said Armelle Carminati-Rabasse, Accentures managing director of Human Capital and Diversity globally. Our company comprises people from a wide range of cultural, educational and geographic backgrounds-people who are able to challenge conventional thought, offer unique perspectives and generate innovative ideas. Our rich diversity is part of what makes our company strong. GOOGLE DIVERSITY Diversity plays a large role in the way were developing our engineering organization around the world. Were building a large worldwide office presence to establish ample global representation among our engineers, and were applying that same focus to establish a balanced representation of employees at Google. In the end, these efforts help us more accurately and relevantly represent our users, and our continued success depends on the best minds working from different perspectives and insights. Alan Eustace Google SVP, Engineering Research INFOSYS DIVERSITY Globalization has changed the character of the modern workplace global companys employee base should reflect the diversity of the world it serves. Infosys strives to employ people representing the widest possible variety of nationalities, cultures, genders and gender identities, sexual orientations, employment histories, and levels of physical ability. In doing so, the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies, including talented individuals from groups who may have in the past been underrepresented within the IT industry. Within such a diverse company, people bring to the workplace contrasting opinions and worldviews. As these people interact, they develop new ideas, methods, and perspectives. Infosys recognizes and promotes this power of diversity to drive innovation. Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients. Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Today they have employees from over 70 countries. Women constitute more than 32% of their workforce. TCS DIVERSITY Diversity in companies is no longer about being melting pots, but being salad bowls, according to Grady Searcy. We want people to retain their identity yet be integrated into the company Currently, 7.5 per cent of our workforce consists of non-Indians, said Mr. S PADMANABHAN,EXECUTIVE VICE PRESIDENT and head Global human resource, TCS said while speaking at the NASSCOM HR Summit on `The War for Talent held recently in Chennai. In a session on managing cross-cultural teams, speakers emphasized that managing a diverse workforce is no longer a choice, but an imperative. The Indian workplace is no different from global MNCs.TCS has announced plans to hire about 4,000 people from across the world. DIVERSITY MANAGEMENT AT HYATT HOTELS Formation of diversity councils at thecorporate and hotel levels Provide scholarships for minority students pursuing degrees in hospitality management Partnerships with national minority organizations. Create action plans to increase women and minority representationat all management levels. Creating a diverse workforce is visible in the faces of the total workforce. Hyatt Mumbai has 46% females. At managerial position 37% are females. Training allows the employees to work more efficiently by developing effective management practices to include treating others with dignity and respect Training allows the employees to work more efficiently by developing effective management practices to include treating others with dignity and respect Reliance Energy Management Institute (REMI) looks after the training of the managerial staff Versova Technical Training Centre (VTTC) looks after the training of the technical staff Managers can also have special training programs arranged if required by the employees. It forms a connecting link between the regular workers and the upper management. The contract labours have unorganized labour unions to solve their problems. Diversity- The India Inc. Way Bharti Enterprises and American Express have mandated their recruitment agencies to have 25 % and 33% women candidates at the interview stage. Infosys BPO employs 112 people

A destructive love Essay --

A destructive love Othello is such a character who is portrayed as a tragic hero through his high ranking in army, jealousy caused by racial inferiority, and credulousness for the villain Iago. In Shakespeare’s play, The Moor of Venice, jealousy is the major component constructed though out the entire play and eventually leads to Othello’s downfall and ultimately destroys his marriage with Desdemona. The play is a story of a black hero in the white community at an era of alteration from racist past to a less biased future. During this social transform period, a black Moor is able to be promoted over other white men and therefore Othello is in a higher ranking than most of white people in Venetian society. However, during this period of alteration, many social disciplines and social understanding are arbitrary. On one side, the society promotes a certain degree of racial equality by having black Moor appointed as general. On other side, Othello is alienated in Venetian society because most Venetians see him as an outsider whom is protecting their country. Therefore, Othello only gains respect for his bravery in fighting the war and his reputation for being a skilled general in the army and nothing else like his lieutenant, Cassio is, who comes from an upper class and white race family and has strong social skill. Othello is clearly aware the fact that he is not being recognized as part of Venetian society, yet he cannot do anything to the existing class prejudices. But not only that he is fully aware of presented racial prejudices, this racism has somewhat made him feel racially inferior to other light skinned people around him. Othello’s racial inferiority is intensified when he is being compared to Cassio ... ...,† his jealousy of honor has blinded his mind and he wrestled with a rising feeling of impotence, self-pity and vengeance. Yet, this jealousy also blinds his mind when Desdemona tries to defend herself before Othello smothers her. Othello firmly believes his wife has cheated on him, and he confirms his deed by telling himself that he is defending his honor. Therefore, I believe that right before Othello kills Desdemona, he himself is too afraid that he is wrong about Desdemona because he firmly confirms himself the purpose of this monstrous murder with an apparently upright reason. However, his self-affirmation is crushed as Emilia reveals the truth about the handkerchief and the fact that Iago has plotted all these traces to mislead Othello. Othello’s loss of his one true love is like â€Å"the base Judean, threw a pearl away/ Richer than all his tribe† (5.2.352-353).

Organizational Design Research Worksheet

Heinz-Divisional Structure-SuccessfulThe H. J. Heinz Company, headquartered in Pittsburgh, Pennsylvania, is the most global of all U. S. -based food companies and one of the world’s largest food-processing companies. In more than 50 countries Heinz is considered number one or number two in the market position. Beside ketchup, Heinz also sells other products ranging from sauces, meals, snacks, and infant/nutrition. Among them are our 15 Power Brands, which comprise approximately 70% of our global sales. A divisional structure is when divisions operate as autonomous businesses under the larger corporate umbrella. Because of Heinz using the divisional structure they are able to evaluate the performance of each of their departments individually. Because divisions are relatively autonomous, Heinz can take action with little to none disruption to its remaining operations. Divisions can maintain a healthy competition among themselves by sponsoring separate campaigns, different identities, etcetera. Because Heinz chose a divisional structure they have had their divisions work well together because each area is focusing on a single product and there is not the stress of trying to conduct projects across the board. Heinz’s divisional structure has lead to a culture being formed which has contributed to higher employee morale and a better knowledge of the goals and vision that Heinz is trying to accomplish. Wal-mart-International organizational structure-SuccessfulMany businesses today manufacture, purchase, and sell abroad and that’s referred to as international organizational structure. Wal-mart has been around since 1962 with the first store being in Rogers, Arkansas. The company expanded to 276 stores in 11 states by the end of the decade. When Wal-mart expanded outside the U. S. in 1992 they put a special team in place to take care of the logistics. Because of the success they had introduced a small international department oversee the overseas expansion. By the time 2002 arrived, international operations were so important to Wal-mart that the international division was split up into other geographic areas. We all know that Wal-mart has become a powerhouse worldwide and implem enting an international structure has allowed them to stay ahead of competitors. Because of this venture Wal-mart is leading the way to a more global economy and market. Chris-Southwest Airlines-SuccessfulWhen one thinks about Southwest Airlines they often will think about the one of the company’s recent slogans, â€Å"You are now free to roam the country. † However, Southwest Airlines represents more than just a catchy phrase in the world of organizations who often dare not say that another organization is doing well much less better than them, company’s often use Southwest Airlines as a benchmark, a standard, for their own organizations. Southwest Airlines view has been that of not being the norm and shaking it up a bit. They take a different approach when it comes to organizational design. The goals of the airline were to make a good profit, retain employees and give the consumer reasonably cheap flying. Southwest’s visionary organizational design of treating everyone like a person, even their employees. Southwest has become the nation’s fourth largest carrier from a customer statics standpoint. Southwest operates nearly 2,800 flights per day. Southwest has the best on-time record for ensuring that their flights leave and arrive â€Å"on-time. In addition, Southwest Airlines has the fewest customer complaints in the airline industry. In short Southwest is the only Airline that has consistently returned a profit for it’s shareholders since the company’s inception in 1973. What is the Southwest secret? The secret for Southwest is really not a secret at all rather it is based in concepts based in organizational design. Southwest uses innovation in their offering of their pr oducts and services. Southwest is simply more innovative in it’s ability to be open to new ideas and technology and simple though processes. For instance, many airlines would not sign on to fly to the â€Å"Red-neck Riveria,† but Southwest has agreed to not only sign on but to begin flights to and from it’s major hubs Baltimore, and Love’s Field. This shows innovation in that Southwest’s history has always been create flights to what other major airlines such as American or Delta just scoff at. This increase in flexibility shown by Southwest has put them above their competitors and increased overall productivity thus they have provided great returns for investors. Southwest has also shown innovation in their concept of organizational design in their approach to where they flew. By providing low fares, southwest made it easier and affordable for more people to fly. They became known as the low fare, no frills airline. One of Southwest’s organizational concepts is based upon the principle that if the customer is satisfied the company will make money. Southwest’s additional areas for differences in organizational design are in their management. Their management believes that their people are Southwest’s greatest asset. Southwest prides itself on hiring people who are not just good in their field but experienced in their field. Their mission is to have managers do things by the book and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company. Southwest Airlines has in many arenas achieved the recognition as being the best airline operating within the United States; and on a more personal note it has won my recognition as being the best airplane for my family and me. Chris-Google-Successful When Google went public in 2004, their history of creativity and innovation had long been a fixture and set in place. Larry Page and Sergey Brin who were Ph. d students that worked together on the Stanford Digital Library Project who incorporated Google in 1998. Since that time of incorporation in a friend’s garage in Menlo Park, CA. Google has created a culture of â€Å"why not? † They are known for their innovative culture by allowing their employees a creative and safe place where they can create and share and exchange ideas. They foster this environment in a number of ways. One of the first ways is by looking at how they approach â€Å"failure. † Failure is not considered failure at Google rather they believe that failures are lessons learned. In fact Google specifically hires individuals who â€Å"fail fast. † According to Davila, Epstein and Shelton (2006) i. e. fail fast so that not many resources are spent on developing the new ideas and fail often so that more ideas are tried and tested to eventually come-up with a successful product or idea. An additional concept by Davila, Epstein and Shelton again comes from the â€Å"top down† methodology in that when Google is in the candidate process they include in their job recruitment description that if hired the candidate will have up to 20%-35% or more time dictated solely to one’s need to create and innovate. While most companies would relegate that time to basing it solely on what would make their company look good Google is different in that they do not specify that it has to be â€Å"related† to Google business. Rather the management team at Google believes that it is a â€Å"time to step-away† from their daily grind and just â€Å"get away. † If Sherman Computer Repair was to benchmark Google they would find that Google’s management team is what makes the difference for Google. In addition, they would be able to easily implement Google’s technique of â€Å"fast failing† and learning from their mistakes. In addition, Sherman Computer Repair would also be able to learn from Google’s example of taking time in their day of just getting away to be innovative rather than always wielding control of their employees.

Inflation in Indonesia

Article about Inflation Subject: Economy Submitted: Thursday, 29 November 2012 By: ID: 014201000039 Name: Joseph Amos P President University, Cikarang Baru, Bekasi, Indonesia 2012 Economics is the most important aspect of a country. The reciprocation of a country is seen in terms of economy. Economics also become a benchmark of development and prosperity in a country. Why does the economy become vitally important in a country? The word â€Å"economy† you hear about in everyday life and are never separated from our activities. Everything we do from opening the eyes to close my eyes again is inclusive of economic activity.Someone who is able to manage the economy well, it will be seen by other people because of management's ability. Likewise with a country, a country will be seen by other countries through the economy. So what about the Indonesian economy itself? Definition of Inflation Inflation is the tendency of the general prices for general ascending and continuous or sympt oms can also be said of a continued rise in the prices of goods and factors of production general continuously within a certain period. Keep in mind that the increase in the price of one or two items not called inflation.Causes of Inflation, can be divided into Demand Side Inflation, which is caused by an increase in aggregate demand exceeds aggregate supply increases Supply Side Inflation, which is caused by an increase in aggregate supply exceeds aggregate demand Demand Supply Inflation, inflation is caused by a combination of an increase in aggregate demand which is then followed by an increase in aggregate supply, so prices rise higher into Suppressed Inflation or a cover-up, the inflation at a time will arise and show themselves as the official prices increasingly irrelevant in reality Classification of Inflation . Based on the Presence of Severe Inflation Inflation Lightweight (under 10% a year) Inflation Medium (between 10-30% a year) Inflation weight (between 50-100% a year) Hyper inflation (over 100% a year) 2. By The reasons for the beginning of Inflation Inflation demand, because the demand for various goods too strong Cost Inflation, due to rising production costs 3. Based on the origin of inflation Domestic Inflation, inflation stemming from domestic Imported Inflation, Inflation overseas Impact of Inflation PositiveIf inflation is mild, it has a positive effect in terms of stimulating the economy could be better, which is to increase the national income and get people excited to work, save and invest. People who rely on income based benefits, such as employers, are not harmed by the inflation. So it is with employees who work in companies with payroll following the rate of inflation. For people who borrow money from the bank (debtor), inflation is beneficial, because when debt payments to creditors, the value of money are lower than at the time of borrowing.Instead, the lender or the lender will lose money because the value of the refund is lower than at the time of borrowing. For producers, inflation can be profitable if the income is higher than the increase in production costs. When this happens, the manufacturers will be forced to double its production (usually occurs in large employers). Negative Impact of Inflation In the event of uncontrolled inflation (hyperinflation), the state of the economy went into chaos and felt sluggish economy.People become excited about work, savings, or investments and production as prices rise rapidly. The fixed income earners such as civil servants or private employees, and the workers will also be overwhelmed bore and offset the price so that their lives are wasting away and fell from time to time. For people who have a fixed income, inflation is very detrimental. Let's take the example of a retired civil servant in 1990. In 1990, his pension is enough to meet their needs, but in the year 2003-or thirteen years later, the purchasing power of money may only live a half.That is, retiremen t is no longer enough money to make ends meet. Inflation also causes people reluctant to save because the value of the currency goes down. Indeed, savings earn interest, but if the inflation rate on the interest, value for money is still declining. If people are reluctant to save money, businesses and the investment will be difficult to develop. Due to growing business needs of the bank's funds earned from savings. Conclusion Indonesia's economy had experienced the ups and downs of the early proclamation to the reform era as it is today.Various strategies have been adopted by the Ministers of Indonesia's economy in order to build a strong economy. Peak, Indonesia experienced a dramatic decline during the economic crisis that caused the inflation rate rising so rapidly at the end of the New Order era. The unemployment rate increased rapidly causing poverty increased rapidly as well. However, with each passing era into the era of economic reform Indonesia gradually showed improvement. Nurfaidah, R (2010). â€Å"Perekonomian Indonesia 2010. † http://kandankilmu. blogspot. com/search/label/Articles [Accessed 27 November 2012] Sadli, M (2006). Inflasi dan Pertumbuhan Ekonomi di Indonesia† http://kolom. pacific. net. id/ind/prof_m. _sadli/artikel_prof_m. _sadli/inflasi_dan_pertumbuhan_ekonomi_di_indonesia. html [Accessed 27 November 2012] Bayutube86 (2009). â€Å"Makalah Tentang Inflasi dan Dampaknya† http://cafe-ekonomi. blogspot. com/2009/05/makalah-tentang-inflasi-dan-dampaknya. html [Accessed 27 November 2012] Aryati, S (2010). â€Å"Pertumbuhan Ekonomi Indonesia Sangat Kuat† http://fararirureroduty. blogspot. com/2010/11/pertumbuhan-ekonomi-indonesia-sangat. html [Accessed 27 November 2012]