Animal Farm By George Orwell - 954 Words

For my first book report, I was assigned to read the book â€Å"Animal Farm† by George Orwell. I already had a general idea of what happens in the book, but I didn’t really know completely what it was about. I knew that the animals on the farm rebel against the farmer and the book demonstrated totalitarianism, but I didn’t know much more than that. Everyone I know that has read the book hates it, so I thought I wouldn’t like it either. I had never read any of George Orwell’s books before though, so I wasn’t really sure what to expect. The book opens with Old Major, a prize-winning pig, holding a meeting with all of the animals. He talks about a dream he had, where all of the animals lived and worked together without any humans to bother them. Old Major wants them to all work toward achieving his dream, and convinces them that humans are the enemy. He teaches them a song called â€Å"Beasts of England†, which describes everything from his dream. Old Major passes away three days later. After his death, three pigs, Snowball, Squealer, and Napoleon create Animalism to help make Old Major’s dream a reality. Animalism was a philosophy that was inspired by what Old Major taught the animals, and it had seven commandments, â€Å"Whatever goes upon two legs is an enemy. Whatever goes upon four legs, or has wings, is a friend. No animal shall wear clothes. No animal shall sleep in a bed. No animal shall drink alcohol. No animal shall kill any other animal. All animals are equal.† Late one night, theShow MoreRelatedAnimal Farm And George Orwell By George Orwell1034 Words   |  5 Pages Eric Arthur Blair, under the pseudonym of George Orwell, composed many novels in his lifetime that were considered both politically rebellious and socially incorrect. Working on the dream since childhood, Orwell would finally gain notoriety as an author with his 1945 novel Animal Farm, which drew on personal experiences and deeply rooted fear to satirically critique Russian communism during its expansion. Noticing the impact he made, he next took to writing the novel 1984, which similarly criticizedRead MoreAnimal Farm By George Orwell1397 Words   |  6 PagesAn important quote by the influential author of Animal Farm, George Orwell, is, â€Å"Every line of serious work that I have written since 1936 has been written, directly or indirectly, against totalitarianism.† George Orwell, a Democratic Socialist, wrote the book Animal Farm as an attack on the Communist country of Russia (â€Å"The Political Ideas of George Orwell,† worldsocialism.org). He had a very strong disliking of Communism and the Socialist party of Russia. However, he insisted on finding the truthRead MoreAnimal Farm, By George Orwell1545 Words   |  7 Pagesallow because an this elite institution of people often use this gear to dominate and oppress society. In George Orwell’s story, Animal Farm, Orwell demonstrates that education is a powerful weapon and is a device that can be used to at least one’s benefit. Living in a world where strength is a straightforward to benefit, the pigs quick use education to govern the relaxation of the animals on the farm to serve themselves worked to their advantage. This story in shows the underlying message that   firstRead MoreAnimal Farm By George Orwell944 Words   |  4 Pageslegs(Orwell 132). He carried a whip in his trotter(Orwell 133). In the novel Animal Farm by George Orwell, animals have the ability to talk and form their own ethos, Animalism. Animal Farm is an intriguing allegory by George Orwell, who is also th e author of 1984, includes many enjoyable elements. More knowledge of the author, his use of allegorical elements, themes, symbols, and the significance in the real world, allows the reader to get more out of this glance into the future. George OrwellRead MoreAnimal Farm, By George Orwell876 Words   |  4 Pagesrebellious animals think no man means freedom and happiness, but they need to think again. The animals of Manor Farm rebel against the farm owner, Mr. Jones, and name it Animal Farm. The animals create Animalism, with seven commandments. As everything seems going well, two of the animals get into a rivalry, and things start changing. Food starts disappearing and commandments are changed, and the power begins to shift. Father of dystopian genre, George Orwell writes an interesting allegory, Animal FarmRead MoreAnimal Farm by George Orwell1100 Words   |  4 PagesIntroduction: Widely acknowledged as a powerful allegory, the 1945 novella Animal Farm, conceived from the satirical mind of acclaimed author George Orwell, is a harrowing fable of a fictional dystopia that critiques the socialist philosophy of Stalin in terms of his leadership of the Soviet Union. Tired of their servitude to man, a group of farm animals revolt and establish their own society, only to be betrayed into worse servitude by their leaders, the pigs, whose initial virtuous intentionsRead MoreAnimal Farm By George Orwell1538 Words   |  7 PagesMecca Animal Farm The Russian Revolution in 1917 shows how a desperate society can be turned into a military superpower filled with terror and chaos. George Orwell uses his book, Animal Farm, to parallel this period of time in history. This book is an allegory of fascism and communism and the negative outcomes. The animals begin with great unity, working toward a common goal. The government then becomes corrupted by the temptations of power. George Orwell uses the characters in Animal Farm to showRead MoreAnimal Farm by George Orwell1175 Words   |  5 PagesAn enthusiastic participant in the Spanish civil war in 1936, George Orwell had a great understanding of the political world and made his strong opinions known through his enlightening literary works, many of which are still read in our modern era. Inspired by the 1917 Russian Revolution and the failed society it resulted in, Animal Farm by George Orwell is an encapsulating tale that epitomises how a free utopian society so idealistic can never be accomplished. The novella exemplifies how influencesRead MoreAnimal Farm, By George Orwell1089 Words   |  5 PagesIn George Orwell’s â€Å"Animal Farm†, the pigs as the farm leaders, use unknown language, invoke scare tactics and create specific laws, thereby enabling them to control other animals, to suit their greedy desires, and to perform actions outside their realm of power. Because of the pigs’ use of broad language, and the implementation of these tactics they are able to get away with avoiding laws, and are able to convince other animals into believing untrue stories that are beneficial to the pigs. The firstRead MoreAnimal Farm, By George Orwell1212 Words   |  5 PagesShe stood there over the dead animals thinking to herself what have we come to? We try to become free but we just enslave ourselves to a so called superior kind. Napoleon killed the animals in front of the whole farm and said that this was to be the punishment for the traitors. Snowball was known as a traitor now and anyone conspiring with him would be killed. Snowball and Napoleon both represent historical characters during the Russian revolution in 1917.Snowball who was one of the smartest pigs

Lord Liverpool Government’s Reactionary Policies in the Years Free Essays

In early 19th century Britain, law enforcement e. G. The police, was unheard of, this was a problem for Lord Liverpool government due to the fact that there was no physical means of controlling activity on a public level. We will write a custom essay sample on Lord Liverpool Government’s Reactionary Policies in the Years or any similar topic only for you Order Now When rebellions began to take place and started occurring more frequently Liverpool decided that something needed to be done. As a response, particularly to Spa fields, Liverpool Imposed the ‘Suspension of Habeas Corpus’ in 1817. This suspension along with the Sedulous meetings act worked as a short-term deterrent to protesters and due to Its severity of enmeshment, meant that it was particularly effective at stopping any form of revolt. The physical protesting was bad enough for Lord Liverpool, however it was only small part of why he imposed reactionary measure; a large part of it was down to fear and paranoia. In 1789 Lord Liverpool had been in France and witnessed firsthand the storming of the Pastille. The fall of the Pastille signified the fall of order, power and structure of the hierarchy in France; this was exactly what Liverpool was most afraid of happening in England, and that people would turn against the overspent the country and each other. In 1819 60,000 people met at ‘Petrol’ to listen to Henry Hunt talk about reforms, It was a peaceful protest that went wrong. Cavalry had been sent by magistrates who feared there would be a revolution due to the sheer amount of people, magistrates lost their nerve and sent In the cavalry causing major panic – 11 people were killed and over 400 Injured. As a response the Six Acts was introduced giving magistrates powers to invade people’s privacy if they ever suspected any conspiracy or plot to create a mass gathering, it provided more representative actions to stop people in their tracks. Lord Liverpool paranoia meant that he was transfixed on keeping control on power, an idea that could be considered as the root of his reactionary policies. In response to the Coat Street conspiracy and the Derbyshire risings spies were used infiltrate radical groups. Spies enabled the government to stay one step ahead of the protesters. Staying In power was vital for Liverpool, he was very aristocratic and most of his reactionary policies benefited those of higher classes; as they provided the cost political support for Lord Liverpool. By using spies there was the allusion that the government were out to protect the monarchy and the aristocracy, further building support for Lord Liverpool. It also gave Liverpool means of keeping tabs on want was going on In ten puddle demeanor, tans links Dacca no law enforcement so spies were used instead. Tanat tanner was During the first half of this ministry the cabinet consisted of eighteenth century politicians who were unwilling or unable to see the need to alter a constitution which invited them, yet still wanted to have total control over the people of England; this was virtually impossible when the rate of expansion, industry and rebellion was so fast. It wasn’t until the second half of this period, with the influence of younger men from different backgrounds and of differing outlooks, that major reform took place. Liverpool followed reactionary policies with the sole intention of them to be short- term fixes in society, made as a response to rebellions that were simply unheard of in Britain at this time. The main driving force behind these policies being made was Liverpool paranoia of a revolution occurring fuelling his need to keep and maintain control over the people of Britain. Liverpool also had to contend with the fact that he had never planned to come across such anger and desire for change that he had to think quickly to put measures in place that would make a difference, whether they be harsh or not. They were simple a means of gaining control and power back over the people so some reformations could be made without the imminent threat of revolution, as was thought by Lord Liverpool. How to cite Lord Liverpool Government’s Reactionary Policies in the Years, Papers

The HRM Department

Introduction Globalisation, technological innovation, expansion of multinational firms, demographic shift in labour market, capital, and increased global competition among firms are phenomena that have transformed HRM practices and policies.Advertising We will write a custom essay sample on The HRM Department specifically for you for only $16.05 $11/page Learn More These factors become complex to multinational firms as they consider other factors related to local and country context. Thus, the focus shifts to cultural variables, labour market factors, regulatory factors, the structure of the industry, human resource skills, experiences, and willingness to work as expatriates. These factors may hinder or facilitate effective roles of HRM department in implementing strategic direction for the multinational firm. Thus, the firm must be: Globally competitive Responsive to local needs Efficient in operation Flexible and adaptable Encourage learning and knowl edge transfer between the parent company and the local subsidiary Therefore, the HRM department must facilitate flexible work practices and encourage employees’ commitment to the organisation in order to enhance effective adaptation of the local subsidiary with the parent company. Multinational organisations face several challenges that influence HRM in the global perspective (Marchington and Grugulis, 2000, p. 1104). This implies that there is a need for integration of various practices and policies in order to ensure effective adaptation and management of human resources in the new subsidiary. HRM remains crucial for success of multinational organisations. Past studies in multinational organisations have raised significant issues, which multinational companies must address. First, there is an increasing need to find suitable models and frameworks, which can address various issues affecting the global management of human resources.Advertising Looking for essay on busin ess economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Second, there is also a need to develop a systematic model that recognises existing variations in international human resource practices and policies. Third, the global HRM should rely on theoretical viewpoints for predicting and explaining various characteristics of employees across the globe. In this research, a focus is on how the HRM department can change its policies and practices in order to accommodate a new subsidiary in a different location. The focus on a multinational organisation also highlights international human resource management (IHRM) and strategic human resource management (SHRM) (Scullion and Starkey, 2000, p. 1061). This broad focus provides opportunities of making recommendations and suggestions for further studies. Research Methodology Purpose of the Study Theories have emerged in the past few decades as attempts to provide theoretical foundations for HRM pract ices and policies across global borders. The main purpose of this paper is to identity HRM strategies that a multinational firm can apply in Britain after a takeover of a local insurance firm in London. Thus, we pay close attention to differences and uniqueness of the local subsidiary. The essay also explores how the multinational firm can apply its influence from the head office to the local firm. In this context, we highlight how such actions can influence strategies, implementation, and performance of the multinational firm in the local context. Methods This research makes use of existing literature in the field of HRM across national borders. In this context, the research focuses on best practices in the field of HRM, which multinational firms have applied for effective incorporation of strategic HRM functions in the multinational firm.Advertising We will write a custom essay sample on The HRM Department specifically for you for only $16.05 $11/page L earn More The research reviews both theoretical and empirical studies, which account for various factors affecting HRM in multinational, such as costs, skills, recruitment, labour mobility, retention, rewards and compensation, and transfer among other factors (Vaiman, Scullion and Collings, 2012, p. 925). Given this approach, we can understand why HRM strategies and practices in the local firms differ significantly with practices and strategies in multinational firms. The research makes use of existing studies from various parts of the world in order to show that every local firm may require a different approach to global HRM strategies rather than the standard approach of the parent company. Thus, it is imperative for the HRM department of the multinational organisation to consider the best local practices and align them with the best HRM practices form the parent company. Literature Review HRM Model for a Multinational Firm There are different views regarding HRM models for mult inational firms. Therefore, the research focuses on the Schuler and other authors’ model in order to provide a clear perspective of what a multinational firm is. This definition states that: â€Å"Any enterprise that carries out transactions in or between two sovereign entities, operating under a system of decision-making that permits influence over resources and capabilities, where the transactions are subject to influence by factors exogenous to the home country environment of the enterprise† (Schuler, Dowling and De Cieri, 1993, p. 717). It provides a basis to show that a global HRM involves many aspects of HRM than a domestic HRM (Dowling, Welch and Schuler, 1999, p. 89). Thus, HRM departments must develop policies and practices, and administer those policies and practices across many countries. The HRM department must recognise that every country has its own legal, cultural, social, economic, historical, and political attributes. After the takeover of Brit Insuran ce with Apollo Global Management, the HR policies and practices have to change in order to reflect the multinational status of the company. Thus, Brit Insurance policies and practices should reflect various aspects of HRM planning such as staffing, repatriation, performance appraisal, training and development, and compensation.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The HRM policies and practices have been the focus on many studies. However, some studies have limited research to domestic spheres. However, globalisation and the emergence of multinational firms have changed HRM practices and introduced the concept of international human resource management (IHRM). Human Resource Planning The HR department at Brit Insurance must address human resource planning in order to reflect multinational features of Apollo Global Management. This is a wide practice that covers staffing, appraisal, and compensation practices in the company. Thus, IHRM must provide a comprehensive way of addressing the HRM in response to the multinational status of the company, the stage of the company growth, competitive strategies, the global structure, and the stage of organisational growth globally (Bartlett and Ghoshal, 1998, p. 204). Some of the practices the HRM should consider are identification of crucial factors, which are significant for merger, planning career grow th, creating and maintaining career development systems. In addition, the HRM department must also play a strategic role in the formulation of organisational strategic objectives (Mathis and Jackson, 2011, p. 524). The HRM department must also manage organisational dynamic, which result from decentralisation in business units as the organisation strives to reflect both global and regional characteristics (Stone, 2010, p. 344). The HRM department must also ensure that employees have meaningful duties when appropriate in order to ensure maximum utilisation of human resources both internationally and locally. Wong also focused on ten areas in which the HRM department should address in multinational organisations (Wong, 2000, pp. 72-74). These include the following: Selection of candidates Assignment and cost planning Preparation of terms and conditions of employees’ contracts Processing of employees’ relocation and management of vendor Cultural and language orientation o r training Tax administration Compensation management and payroll processing Career guidance and planning Handling spouse and dependants’ issues Immigration affairs Integrating and promoting these issues to reflect global characteristics have challenged many HRM departments (Evans, 1986, p. 105). This research shall focus on four issues the HRM department at Brits Insurance must address after the takeover. Human Resources Management Approaches Staffing remains a significant activity that the HRM department of a multinational organisation must consider carefully for success of the firm. Harvey and fellow authors noted that the HRM department must coordinate and control all their human resources across the globe (Harvey, Novicevic and Speirer, 2000, p. 381). In the past, organisations used to send senior executives from the head office to ensure that the local company implemented all HR policies and maintained procedures as provided in the organisational HR policies (Brewster and Scullion, 1997, p. 72). Scholars have concurred that the HRM department must separate various HRM practices in various subsidiaries across the globe. However, as costs of running such practices increase, it is fundamental for the organisation to use staff in the host country to fulfil these needs (Black et al, 1999, p. 178). Apollo Global Management has its head office in the US. According to Schuler, Budhwar, and Florkowski, the US multinational companies use their employees as expatriates in global subsidiaries to take management positions for several reasons (Schuler, Budhwar, and Florkowski, 2002, p. 41). Protect the interest of organisation Enhance global perspectives Offer functional perspectives Enhance global knowledge Develop local talent through expatriates’ training Aid career planning Manage new ventures However, Apollo Global Management also has concerns regarding the best approach for selecting expatriates for foreign assignment. Glinow and Milliman noted that many multinational corporations of the US had trouble in overseas operation. They attributed these difficulties partially to ineffective application of IHRM principles. They applied a product life cycle (PLC) approach and proposed â€Å"a two-step contingency model of the strategic and operational levels of MNCs† (Glinow and Milliman, 2009, p. 4). These researchers discussed effective IHRM practices based on certain characteristics and needs of multinational organisations in a given environment. Glinow and Milliman approached IHRM by using the PLC and contingency model in order to develop effective IHRM practices, which the US firms could apply overseas in order to create effective cross-cultural managerial system applicable at every stage of production (Smith, 1992, p. 39). This shall finally create a global system that will be necessary for a competitive and dynamic global business environment. The US multinational organisations operate in a highly dynamic and competit ive global market. Therefore, there is a need for adaptation in several aspects of the organisation, especially HRM practices. The two-step contingency model highlights how the US firms can â€Å"adapt every stage of operation through effective HRM practices† (Glinow and Milliman, 2009, p. 21). The two-step contingency model looks at strategic phase where international PLC has effects on both environmental and organisational factors of the firm. As a result, these factors affect their strategies. Therefore, the management team and HR department have to transform organisational business plan to strategic HRM objectives. They identified both short-term and long-term strategic IHRM objectives as â€Å"planning, cost versus development and the need for integration and differentiation† (Glinow and Milliman, 2009, p. 23). On the other hand, the model’s operational phase focused on â€Å"converting strategic HRM objectives into specific decisions† (Glinow and Mi lliman, 2009, p. 24). They relied on the study of Tung when developing operational phase criteria that involved â€Å"nature of job or task, how different the host country’s culture is, the ability of the expatriate to adapt, spouse and family considerations, consideration of the host country nationals and the need for longer term developments of expatriates† (Glinow and Milliman, 2009, p. 31). On this note, Schuler, Budhwar, and Florkowski also observe that it is necessary to consider the following factors among multinational firms. Acceptance of foreign assignment Foreign language Spouse and family support Ability to adjust overseas lifestyle Technical and cultural competence Team spirit Glinow and Milliman noted that it was necessary for a global firm to conduct â€Å"continuous assessment of different IHRM practices and change them based on prevailing conditions† (Glinow and Milliman, 2009, p. 35). Glinow and Milliman show that adopting this model may be d ifficult. However, it is necessary for reducing problems that senior management and executives of global firms experience when they start overseas operation. They argue that it is best if only highly qualified employees go overseas in order to create interest in the company. This strategy shall result into â€Å"international thinking and organisational culture that values international assignments† (Glinow and Milliman, 2009, p. 35). Caligiuri and Stroh looked at the connection between the global management practices of multinational firms and the result of IHRM practices from 46 companies. They examined four global strategies, which included ethnocentric, regiocentric, polycentric and geocentric (Caligiuri and Stroh, 1995, p. 1). They concluded that HR practices, such as recruitment, selection, and socialization or cultural, were different due to global strategies of a firm. Specifically, they found significant differences between ethnocentric and geocentric companies. They also observed that these two factors influenced the success of multinational firms based on profit margins, returns on capital, sales volumes, and returns on equity. They concluded that multinational firms operating under ethnocentric strategies had low-levels of success than other firms deploying other three approaches. Therefore, they noted that it was necessary for multinational organisations to incorporate local responses into their global strategies. Firms tended to align their global strategies with practices, which showed consistency with the overall organisational strategies in order to maintain competitive advantage (Wright and McMahan, 1992, p. 7; Daft, 2010, p. 298; Miner, 2005, p. 126). Caligiuri and Stroh asked HR executives to explain to what extent their firms preferred to maintain their headquarters’ cultures in their global subsidiaries. They noted that ethnocentric multinational firms had significant differences from regiocentric, polycentric, and geocentri c firms. Ethnocentric firms believed that promoting the culture of the head office was a form of strategic control. Conversely, the other three types of firms did not have much difference among themselves as they favoured local integration. According to Caligiuri and Stroh, controls from the head offices reduce the extent of multinational firms’ involvement in local activities. Caligiuri and Stroh noted that multinational firms should conduct global recruitment in order to attract the best talents, promote global adaptation and orientation of the firm. They also observed that regiocentric, polycentric, and geocentric firms had flexible processes. They observed that cultural diversity and foreign laws had significant control over selection processes. They also proposed further studies with large sample to analyse the influence of foreign countries’ legal, political, and cultural constraints on selection processes among multinational firms. These authors argue that multi national companies, which promote ethnocentric ideologies in foreign countries, should re-examine their approaches and replace them with local strategies because â€Å"the parent company may not always be right† (Caligiuri and Stroh, 1995, p. 13). Caligiuri and Stroh conclude that such re-examination can help an organisation recognize that there are other culturally diverse and right ways of running a business. Mahmood investigated effects of â€Å"corporate strategies, structures, and international policy orientations on subsidiaries HRM practices† (Mahmood, 2009, p. 1). He specifically focused on recruitment and selection practices of global firms in their subsidiaries. He used four European organisations conducting business in Bangladesh and discovered that multinational firms’ HRM practices relied on â€Å"the changing nature of strategies, structures and HQ’s policy orientation towards the subsidiaries† (Mahmood, 2009, p. 1). Mahmood concluded that standardization processes in subsidiaries do not always depend on decisions of the parent companies, but rather on capabilities and importance of the subsidiary influences on the parent company’s decisions on standardization of HRM practices. Mahmood notes that multinational firms have significant influences on subsidiaries. Attitude of the parent company on the subsidiary influences HRM practices and employees mobility across various subsidiaries. He notes that employee mobility among subsidiaries helps subsidiaries to acquire various skills from training of highly qualified employees. Some international firms considered employee mobility during selection and recruitment processes of managerial teams as it had significant effects on employees’ placement and assignment both on the long-term and short-term basis (Mello, 2010, p. 238). This study also noted that multinational firms had challenges in Bangladesh where HRM practices were chaotic and disorganised. As a result, most multinational firms had to apply their parent companies’ HRM practices in their local subsidiaries due to lack of HRM practices in their local contexts. However, the relationship between the subsidiary and the head office, operational issues, and host country societal activities influenced HRM practices at the local level. Mahmood concluded that activities of the parent company and globalisation of the subsidiary influenced the HRM practices and development of standardized practices at the local level. Mahmood noted that globalisation (internationalisation) processes of the subsidiary followed a sequential pattern with stages. Therefore, it is necessary for multinational organisations to have various HRM practices for different subsidiaries across the globe. Therefore, it is important for multinational firms to align their corporate structures, strategies, IHRM practices, and policies. This study presented two observations. First, subsidiaries have capabilities of earning reputations from their head offices based on their performances. Second, in some cases, the head office may trust some elements of responsibilities to subsidiaries due restructuring of the firm. Plessis and Huntley examined IHRM within the context of South Africa and noted that employees had diverse backgrounds and experiences (Plessis and Huntley, 2009, p. 413). They concentrated on challenges, which emerged in firms due to diverse composition of employees from different parts of the globe. These researchers argued that HR activities in multinational corporations were complex than in domestic firms as HR departments had to deal with cultural issues, pay issues, laws of the host country, working conditions of the workforce, and aligning HR practices throughout the global subsidiaries of the company. Plessis and Huntley developed a model applicable in the context of South Africa MNCs during â€Å"the transitional stage, from domestic local to international global† ( Plessis and Huntley, 2009, p. 413). This model can act as a guideline for HR departments for â€Å"coordination and integration of leadership skills, procedures, policies, training, policies, and structures within the domestic and international firms of South Africa† (Plessis and Huntley, 2009, p. 420). The model consists of â€Å"HR manager, production manager, service centre and business managers† (Plessis and Huntley, 2009, p. 420). However, they also pointed out that the model was flexible and not restricted to these four areas as firms could adjust it to fit their needs as required. This model puts emphasis on the importance of HRM’s functions in developing policies, strategies, and procedures necessary for participation in the global economy. They note the importance of â€Å"aligning HR’s strategies to those of the organisation† (Plessis and Huntley, 2009, p. 413). This model also posits that multinational firms should standardize various as pects of human resources management in order to achieve fairness within organisations. Graham and Trevor observed that such strategies are good, but organisations must use them within the context of a specific multinational firm (Graham and Trevor, 2000, p. 136). The authors challenge HR managers of South African multinational organisations to understand â€Å"their employees’ cultural norms, pay and working conditions expectations before designing any program and set up conditions† (Plessis and Huntley, 2009, p. 423). Domestic and international HRM practices differ. The latter is more complex than domestic HRM. Therefore, it is necessary for HRM departments to consider various aspects HRM practices so that they can develop the best relationships with employees from diverse backgrounds and cultural orientations. Therefore, they explored the suitability of a ‘global integration strategy’ of Milkovich and Bloom 1998. They focused on how HRM department could apply it in today’s global firms (Milkovich and Bloom, 1998, p. 15). Retention Plan Both the parent company and the subsidiary must create a retention plan in order to address cases of potential turnover and ensure that the multinational firm sustains its workforce. The aim of the plan is to retain industrious and engaged employees. The HRM department must provide exit surveys or interviews in order to determine causes of turnover, what employees like, what they do not like, and what they wish to change about the firm. The HR department must coordinate with line managers in order to develop the plan. This is because managers allocate roles, targets, and responsibilities that challenge workforce. The manager must be responsible for retention because of job challenges they assign employees. The HRM department must hold managers accountable and provide incentives for high retention of desired employees. The firm must have retention measures to prevent turnover of desired employe es, which include intangible and intangible strategies as follow: Professional mentoring, training, and development On-the-job training Bonus payment and perks Telecommuting Flexible work schedule Reimbursement or education assistance The company must put these strategies into action. However, it is necessary for the HRM department to protect the company through a retention agreement. This ensures that the employee serves the firm for a specific period before leaving. Conclusion The HRM department must extend to strategic needs of the organisation in order to achieve both goals of the organisation and those of employees. This study demonstrates that there are differences, which exist between domestic HRM and global HRM practices and policies. Staffing of a multinational firm remains a source of major concerns for the HRM department. This requires employees with various skills, experiences, and other attributes (Gratton, Hope-Hailey, Stiles and Truss, 1999, p. 17). The HRM departme nt must coordinate and control these practices to reflect global characteristics of the company. Compensation and rewards also differ between expatriates and local employees. However, some scholars call for a fair compensation system across the multinational firm (Giammalvo, 2005, p. 18). Compensation and rewards must also take into performance of employees. Dowling, Welch, and Schuler insist that the HRM department must appraise performance of all employees including expatriates in order to promote fairness in the organisation. Another area entails the creation of synergy and teamwork among workers of diverse cultural backgrounds. However, scholars note that multinational firms should avoid ethnocentric tendencies in order to identify ability and benefits of cultural synergies in the organisation. Repatriation of employees also presents significant challenges to HRM department (Mendenhall and Stahl, 2000, p. 251). Studies have focused on activities and qualities of the repatriation as key factors in defining careers. Some scholars have expressed concerns with the turnover of expatriates after returning home from overseas duties (Cappelli, 2008, p. 56). Finally, training and development of employees in multinational organisations should serve as a tool of developing employees and promoting coordination of diverse aspects of a multinational firm (Li and Scullion, 2010, p. 190). A lack of proper training has led to failure of many expatriates abroad. Thus, training and development initiatives are fundamental practices for strategic goals of the organisation and employees. The HRM department must also account for labour relations in the US and the UK. For instance, the HRM department must focus on employees’ deployment especially in managerial roles. This also focuses on areas of legal, political, and historical characteristics of the country. The HRM must align legal requirements with the labour laws and employees’ rights, particularly with attenti on to compensation, holidays, benefits, legally established insurance standards, and bargains or individual benefits. Given these challenges, adhocracy in HRM practices and policies may be a suitable starting point for a multinational firm in a foreign land. However, it is difficult to predict the outcome of such an approach. Reference List Bartlett, A and Ghoshal, S 1998, Managing Across Borders: The Transnational Solution, 2nd edn, Random House, London. Black, S, Gregersen, B, Mendenhall, M and Stroh, K 1999, Globalizing People through International Assignments, Addison Wesley, Reading, MA. Brewster, C and Scullion, H 1997, ‘A review and agenda for expatriate HRM’, Human Resource Management Journal, vol. 7, no. 3, pp. 32–41. Caligiuri, P and Linda S 1995, ‘Multinational corporation management strategies and international human resources practices : bringing IHRM to the bottom line’, The International Journal of Human Resource Management, vol. 6, no . 3, pp. 1-14. Cappelli, P 2008, Talent on Demand: Managing Talent in an Age of Uncertainty, Harvard Business Press, Boston, MA. Daft, R 2010, Organization Theory and Design, 10th edn, South – Western College, Cincinnati, Ohio. Dowling, J, Welch, E and Schuler, R 1999, International Dimensions of Human Resource Management, 3rd edn, South-Western College Publishing, Cincinnati, Ohio. Evans, P 1986, ‘The context of strategic human resource management policy in complex firms’, Management Forum, vol. 6, pp. 105–107. Giammalvo, D 2005, ‘Developing an Equitable and Fair Compensation Scheme for Multi-National Project Teams’, Cost Engineering, vol. 47, no. 12, pp. 18-23. Glinow, M and John M 2009, ‘Developing Strategic International Human Resource Management: Prescriptions for MNC Success’, CEO Publication, vol. 90, no. 166, pp. 1-38. Graham, E and Trevor, C 2000, ‘Managing New pay program introductions to enhance the competitivenes s of multinational corporations’, Competitiveness Review, vol. 101, pp. 136. Gratton, L, Hope-Hailey, V, Stiles, P And Truss, C 1999, Linking individual performance to business strategy: The people process model’, Human Resource Management, vol. 38, no. 1, pp. 17-31. Harvey, M, Novicevic, M and Speirer, C 2000, ‘An innovative global management-staffing system: a competency-based perspective. Human Resource Management, vol. 39, no. 4, pp. 381–394. Li, S and Scullion, H 2010, ‘Developing the local competence of expatriate managers for emerging markets: a knowledge based approach’, Journal of World Business, vol. 45 no. 2, pp. 190-196. 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How The Rich Benefit From The Poor Essays - Corporate Law

How The Rich Benefit From The Poor Essays - Corporate Law How The Rich Benefit From The Poor How the Rich Benefit From the Poor The United States is the most developed capitalist economy in the world. The markets within the economy provide profit-motivated companies endless potential in the pursuance of pecuniary accumulation. Throughout the twentieth-century competitive companies have implemented modernized managerial procedures designed to raise profits by reducing unnecessary costs. These cost-saving procedures have had a substantial effect on society and particularly members of the working class. Managers and owners of these competitive and self-motivated companies have consistently worked throughout this century to exploit the most controllable component of the production process: the worker. The worker has been forced by the influence of powerful and affluent business owners to work in conditions hazardous to their well being in addition to preposterously menial compensation. It was the masterful manipulation of society and legislation through strategic objectives that the low-wage workers were coerced into this position of destitute. The strategies of the affluent fragment of society were conceived for the selfish purpose of monetary gain. The campaigns to augment the business position within the capitalist economy were designed to weaken organized labor, reduce corporate costs, gain legislative control and reduce international competition at the expense of the working class. The owners have gained and continue to gain considerable wealth from these strategies. To understand why the owners of the powerful companies operate in such a selfish manner, we must look at particular fundamentals of both capitalism and corporation strategy. Once these rudiments are understood, we will more clearly relate the perspective of the profit-seeking corporations of America. Legal discussion will also be included to show how the capital possessing elite operate through political parties to achieve their financial objectives. It is the synergist effect of these numerous strategies that have lead to the widening income gap in America, persistent attempts of contraction in workers rights and increased corporate political influence. These campaigns have come at an expense to Americans and will only continue to benefit the affluent society. Creating Corporate Value The United States is a capitalist economy. In a capitalist economy individuals who wish to gain wealth can invest their capital into markets in hopes of future returns. If this investment gains in value then the investor has earned a return, which can be reinvested. This creates a cycle of investing and reinvesting for potential future return. This wealth creating cycle is a fairly simple concept to understand, but wealthy individuals have learned to fabricate this cycle into different situations. A common form of investment is purchasing and selling of corporate stocks. The stock market works like all markets on the fundamental theory of supply and demand. The more demand for a stock the higher it is valued and conversely the less demand the less it is valued. Corporations are legal entities which issue stock to investors who purchase them and become shareholders of the company. The risk taken by investors is that when they buy stocks it is possible that the individual company will not do well, or that stock prices will generally weaken. At worst, it is possible to lose entire investments, but no more then that. Therefor, shareholders of a corporation are not responsible for corporate debts. So, a corporation would be a very attractive type of investment for potential investors to consider. Corporations compete against each other in markets in the United States and around the world. These corporations have employees who perform various functions that contribute to successful strategic goal completion. Corporations often will offer stock incentive plans strategically to employees in positions of importance. The enticement to employees is to work in a manner that will increase the value of the company and their shares of stock. These incentive plans were strategically developed by major shareholders because the corporate executives felt that people would be motivated to increase their own wealth. Most employees are motivated by money and will work harder when the chance is given for more money. The very nature of this strategy consolidates all the employees to act as one self-motivated entity in the pursuit of monetary accumulation. In Piven and Clowards Regulating the Poor, this point is illustrated: Capitalism, however, relies primarily upon the mechanisms

The History of the Electric Telegraph and Telegraphy

The History of the Electric Telegraph and Telegraphy The electric telegraph is a now outdated communication system that transmitted electric signals over wires from location to location and then translated into a message. The non-electric telegraph was invented by Claude Chappe in 1794. His system was visual and used semaphore, a flag-based alphabet, and depended on a line of sight for communication. The optical telegraph was later replaced by the electric telegraph, which is the focus of this article. In 1809, a crude telegraph was invented in Bavaria by Samuel Soemmering. He used 35 wires with gold electrodes in water.  At the receiving end,  the message was read 2,000 feet away  by the amount of gas produced by electrolysis. In 1828, the first telegraph in the USA was invented by Harrison Dyar, who sent electrical sparks through chemically treated paper tape to burn dots and dashes. Electromagnet In 1825, British inventor William Sturgeon (1783-1850) introduced an invention that laid the foundation  for a large scale revolution in electronic communications: the electromagnet. Sturgeon demonstrated the power of the electromagnet by lifting nine pounds with a seven-ounce piece of iron wrapped with wires through which the current of a single cell battery was sent. However, the true power of the electromagnet comes from its role in the creation of countless inventions to come. The Emergence of Telegraph Systems In 1830, an American named  Joseph Henry (1797-1878) demonstrated the potential of William Sturgeons electromagnet for long distance communication by sending an electronic current over one mile of wire to activate an electromagnet, causing a bell to strike. In 1837, British physicists  William Cooke and Charles Wheatstone patented the Cooke and Wheatstone telegraph using the same principle of electromagnetism. However, it was Samuel Morse (1791-1872) who successfully exploited the electromagnet and bettered Henrys invention. Morse started by making sketches of a magnetized magnet based on Henrys work. Eventually, he invented a telegraph system that was a practical and commercial success. Samuel Morse While teaching arts and design at New York University in 1835, Morse proved that signals could be transmitted by wire. He used pulses of current to deflect an electromagnet, which moved a marker to produce written codes on a strip of paper. This  led to the invention of Morse Code. The following year, the device was modified to emboss the paper with dots and dashes. He gave a public demonstration in 1838, but it wasnt until five years later that Congress, reflecting public apathy, awarded him  $30,000 to construct an experimental telegraph line from Washington to Baltimore, a distance of 40 miles. Six years later, members of Congress witnessed the transmission of messages over part of the telegraph line. Before the line had reached Baltimore, the Whig party held its national convention there  and nominated Henry Clay  on  May 1, 1844. The news was hand-carried to Annapolis Junction, between Washington and Baltimore, where Morses partner Alfred Vail wired it to the capitol. This was the first news dispatched by electric telegraph. What Hath God Wrought? The message  What hath God wrought? sent by Morse Code from the old Supreme Court chamber in the United States capitol to his partner in Baltimore officially opened the completed line on May 24, 1844. Morse allowed Annie Ellsworth, the young daughter of a friend, to choose the words of the message and she selected a verse from Numbers XXIII, 23: What hath God wrought? to be recorded onto paper tape. Morses early system produced a paper copy with raised dots and dashes, which were translated later by an operator. The Telegraph Spreads Samuel Morse and his associates obtained private funds to extend their line to Philadelphia and New York. Small telegraph companies, meanwhile began functioning in the East, South, and Midwest. Dispatching trains by telegraph started in 1851, the same year Western Union began business. Western Union built its first transcontinental telegraph line in 1861, mainly along railroad rights-of-way. In 1881, the Postal Telegraph System entered the field for economic reasons and later merged with Western Union in 1943. The original Morse telegraph printed code on tape. However, in the United States, the operation developed into a process in which messages were sent by key and received by ear. A trained Morse operator could transmit 40 to 50 words per minute. Automatic transmission, introduced in 1914, handled more than twice that number. In 1900, Canadian Fredrick Creed invented the Creed Telegraph System,  a way to convert Morse code to text. Multiplex Telegraph, Teleprinters, Other Advancements In 1913, Western Union developed multiplexing, which made it possible to transmit eight messages simultaneously over a single wire (four in each direction). Teleprinter machines came into use around  1925 and in 1936 Varioplex was introduced. This enabled a single wire to carry 72 transmissions at the same time (36 in each direction). Two years later, Western Union introduced the first of its automatic facsimile devices. In 1959, Western Union inaugurated TELEX, which enabled subscribers to the teleprinter service to dial each other directly. Telephone Rivals the Telegraph Until 1877, all rapid long-distance communication depended upon the telegraph. That year, a rival technology developed that would again change the face of communication:  the telephone. By 1879, patent litigation between Western Union and the infant telephone system  ended in an agreement that largely separated the two services. While Samuel Morse is best known as the inventor of the telegraph, he is also esteemed for his contributions to American portraiture. His painting is characterized by delicate technique and vigorous honesty and insight into the character of his subjects.

Regina foodbank Research Paper Example | Topics and Well Written Essays - 750 words

Regina foodbank - Research Paper Example They provide invaluable training and health services, as well as education programs. Its vision is to create a hunger free community (Regina Food Bank N.P). To live a healthy lifestyle involves being able to access affordable and nutritious food. This is easily achieved by individuals with adequate family income. Families with financial difficulties usually forego money meant for food to take care of other expenses such as medications, utilities, rent and other household needs. Food insecurity does not have boundaries no matter which part of Canada one comes from but there those who are more vulnerable than others. They include those who do not own a home, and those with low income. The Regina Food Bank recognizes such individuals in their plans for a hunger free community. Researchers have shown that food insecurity has adverse effects physically or mentally on an individual. These effects include chronic health conditions like obesity, diabetes, high blood pressure and heart disease. The mental effects are depression, stress and anxiety. Moreover, food insecurity negatively impacts on the children in the community. The early stages of a child development are crucial for a person, and in the advent of poor nutrition practices and food insecurity can lead impaired growth and development in the child which may be translated into poor health outcomes during their adulthood lives. Regina mission offers to avoid such problems and complications. Due to the rapid technological advancements the cost of living increases yearly and more people tend to be dependable on food banks. Regina Food Bank receives an increase in the clients it serves annually with majority of its recipients being children. Majority of its client’s primary source of income comes from social assistance. The majority of their clients’ monthly income is used for rental and food purposes which leaves little or no money for

Discuss potential reasons for a groups failure to meet their goals and Term Paper

Discuss potential reasons for a groups failure to meet their goals and objectives - Term Paper Example Lack of proper timing may be a possible cause of failure by group members to undertake strategies aimed at accomplishing set goals and objectives of a group project. Goals and objectives need close supervision to ensure the set strategies to accomplish them are in the right track. Proper reporting of progress is vital to realizing the set goals and objectives of the group. Failure to undertake supervision of the progress, coupled with proper reporting may be a possible cause of unattained goals and objectives in a group project (Yarbrough, 2008). Besides supervision, the progress of the goals should be subject to evaluation for appropriateness and relevance. This is a core step to realizing goals and objectives of a group project. Planning plays a fundamental role in realizing set goals and objectives. A plan serves as a blueprint that guides the strategies of achieving set goals and objectives. A group, therefore, needs a detailed and well-defined plan to guide it through the course of the process. Failure to set an appropriate plan, therefore, can be a possible cause of failure to achieve a group’s set goals and