Emergency Operations Plan Essay Example for Free

Emergency Operations Plan Essay Brownsville Texas is located in approximately 30 miles from the Gulf of Mexico and it is vulnerable to a major hurricane like Hurricane Katrina that devastated much of Louisiana in 2005. During Hurricane Katrina many of the things when wrong because emergency leaders were because, emergency managers were not prepared for the after mass of the hurricane. It is important for a city to have a structured Emergency Operations Plan in place in the event of a major hurricane. This will help make emergency operations run smooth and emergency managers make important decisions. Hurricanes are measured in Saffir-Simpson Hurricane Wind Scale. This gives the hurricane a rating of 1 to 5 based on its sustained wind speed (NOAA, 2013). The rating is also based on the amount of damage a hurricane can create once it makes land fall. For example â€Å"any storm that reaches a sustained wind speed of 74-95 miles per hour (mph) is considered a category 1 hurricane† (NOAA, 2013). Any hurricane that reaches a sustained wind speed of 111-129 mph is category 3 hurricane and it falls in a major hurricane category. Category 3 hurricanes and higher are considered the most dangerous and have the potential to create the most damage (NOAA, 2013). 1.Purpose of the plan The purpose of this plan is to establish an Emergency Operation Plan (EOP) that will provide guild lines and procedures for emergency managers in the event of a major hurricane in the South Texas area. The Emergency Operations Plan will show the vulnerabilities of the City of Brownsville, major concerns that city managers have, contact information for local hospitals, Fire Department, Police Station and it will also help emergency managers coordinate operations with local, State and Federal Agencies. It will also indicate the location of the Emergency Operations Center (EOC) and the Unified Command Center. The EOC leader or manager will have complete command and control of all emergency operation, before, during and after the hurricane has made landfall in the city of Brownsville. The EOC will be the primary base of operations throughout the disaster. This means that all emergency operations will be coordinated through the EOC and all emergency managers and team leaders will report to the EOC, as soon as they arrive on scene and before any operations start. The EOP will establish a chain of command that will be followed by all agencies and private organizations  involved in emergency operations. This will include all local, State and Federal agencies assisting or participating in the EOP. The EOP will also indicate the locations of the primary and secondary EOC. The secondary location for the EOC will be used in the event that they primary location of the EOC is damaged during the hurricane and can no longer be safely used to conduct emergency operations. The EOP will also indicate who will participate in the emergency operations and what role they will have throughout emergency operations, before, during and after the hurricane. This will help emergency managers better utilize the resources that will be available to them. This will also help emergency managers plan and execute emergency operations in a safe and protective manner. The goal of the emergency plan is to provide as much information as possible to the community before the hurricane makes land fall. During and after the hurricane mission is to save as many lives as possible. This will be done through conducting emergency operations, providing medical care to the injured and by establishing temporary shelters to people that have had to evacuate their homes. 2.Situation Brownsville, Texas is located in South Texas and is a city that is approximately 30 miles from the Gulf of Mexico. The cities or communities along the Gulf of Mexico coast line are vulnerable to a potential hurricane during hurricane season. Hurricane season normally starts on June 1st and ends on November 30th (Brownsville Herald, 2014). This is the time when tropical storms form out in the Gulf of Mexico. But not all storms that form are considered hurricanes. When a storm becomes a hurricane, they are considered very dangerous storms because they have the potential cause a lot of damage. This EOP is designed to be put into action in the event of a category 3 hurricane or higher threatens the city of Brownsville. A category 3 hurricane can bring rains that can last for a long period of time. This can cause floods in certain parts of the city, the high winds are also a major concern because â€Å"framed homes may incur major damage or removal of roof decking and gable ends (NOAA, 2013). These high winds can also break trees that can cause roads to be blocked for long periods of time. A category 3 or higher hurricane can also affect the electricity and running water in the city. This means that people in many communities  throughout the city can be left without running water or electricity for days. 3.Assumptions Assuming a category 4 hurricane in enroute to the Gulf of Mexico coast and it will directly affect the city of Brownsville, emergency managers have a plan in place to start warning the community of the threat the 4 hurricane poses. This is done by using the media and providing up to date information on the status of the hurricane. At least five days before the hurricane makes land fall emergency managers need to start providing the community with up to date information on the hurricane. This will include strength of the hurricane and the potential damage it will create. Emergency managers should make plans to conduct emergency operations for at least 24 to 48 hours after the hurricane makes land fall. This will include the first responder’s response time and evacuation operations if they are needed. Evacuating people from the local hospitals is a priority. At least five days before the hurricane makes landfall hospitals should need to contact and make arrangements for the hosp itals to be evacuated (DSHS.TX, 2013). 4.Concept of Operations The concept of emergency operations plan is to create a unified response to the threat of a category 4 hurricane. The will be done by creating establishing a chain of command that all agencies and private organizations can follow. The EOP will keep the community informed of any changes or any important information that they will need before, during and after the hurricane. The EOP will also establish a Unified Command Center where different agencies can work together with one common goal. The goal is to save and protect as many people as possible from the threat of hurricane. This can be done by providing early warning of the hurricane and establishing a chain of command. This is will also help emergency managers effectively us all the resources that they have at their disposal. The EOP will also establish a list of agencies and organizations that will be involved in the emergency planning and any operations during the disaster. 5.Organization and Assignment of Responsibilities The Brownsville Office of Emergency Management and Homeland Security will be  the lead agency in charge of all emergency operations (OEMHS). OEMHS is responsible for planning and efforts to mitigate the effects of, prepare for, respond to, and recover from emergencies and disasters whether natural or man-made (COB, 2011). The local, State and Federal agencies and private organizations that will be involved in the EOP will be: A.Brownsville Police Department B.Cameron County Sherriff’s Office C.Brownsville Public Works Department D.Texas Department of Public Safety E.Brownsville Fire Department F.United States Border Patrol G.United States Coast Guard H.Texas Army National Guard I.American Red Cross J.Local Hospitals K.Private Businesses These agencies are considered first responders and will play a very important role in the EOP. Each of these agencies will have specific mission and will provide assistance to the community as it is needed. The assistance can be anything from helping people evacuate from their home to assisting in the city evacuation route. Each agency will have a representative at the Unified Command Center. This means that all operations and assignments will be given to the first responders from the Unified Command Center. A.Brownsville Police Department The Brownsville Police Department will maintain a command post at the Brownsville Police Department. Their representative will coordinate any and all operations through the Unified Command Center. The Brownsville Police Department will also assist in closing street or roads that are considered dangerous or that might possibly flood. They will also maintain public order and ensure that the public stays away from areas that are considered dangerous. They will also enforce any curfews that are order by emergency managers. B.Cameron County Sherriff’s Office The Cameron County Sherriff’s Office will assist the Brownsville Police Department in enforcing road closers and any curfews that are set in place. They will also maintain a command post at the Sheriff’s Office. They will also maintain a command center at the Sherriff’s Office. This will help coordinate emergency operations and asses the needs of their officers. They will also assist in the evacuation of any people that are need of assistance. The Sherriff’s Office will also help identify disabled and elderly people that might need to be evacuated before or after the hurricane has made landfall. C.Brownsville Public Works Department Brownsville Public Works Department will in charge of placing closer sign around the city streets that have been identified as flood areas. They will also place signs on the highway that will identify the emergency evacuation routes. The Public Works Department will also be in charge of evaluating the damage to the roads and street in Brownsville after the hurricane has passed (COB, 2001). This will help emergency managers identify the streets that can be used during emergency operations and will also identify the streets that need to be fixed during recovery operations. They are also in charge of clearing the city’s drainage system. Clearing the drainage pipes is very important task, because it will help clear the water from some of the flooded areas. This will also help speed up the recovery operations around the city. They will also maintain an agency representative at the Unified Command Center to help coordinate any emergency operations within their agency. D.Texas Depart ment of Public Safety The Texas Department of Public Safety (DPS) will in charge of all evacuation routes (TXDOT, 2014). They will coordinate with city managers and establish an evacuation route 72 to 60 hours before the hurricane makes landfall (TXDPS, 2013). DPS will also coordinate with the city’s public works and coordinate the road closers along the highway. This will limit the access to the evacuation route to only controlled entry points. This will help DPS maintain control of the traffic coming in and out of the evacuation route. DPS will also coordinate with other law enforcement agencies in the area and will assign specific duties in regards to the evacuation routes. DPS will set of refueling station for vehicles that need gas along the  evacuation route. DPS will also have a representative at the Unified Command Center. They will also set up a command center at their main office, this will help them coordinate and support their operations. E.Brownsville Fire Department The Brownsville Fire Department (BFD) will play a very important role in any and all emergency operations. The BFD is highly training and equipped to handle any emergency. They have boats and breaching equipment that could be used to get people out of flooded areas. The BFD will also help establish a triage center that will help evaluate any injuries and help prioritize any medical emergencies. The will maintain personal in the Unified Command Center and will help coordinate with emergency operations from their main office. They will also assist as a liaison between the local hospitals in the immediate area. This will help evacuate the injured and facilitate operations in the triage center. F.United States Border Patrol The United States Border Patrol will maintain a show of force during all emergency operations in the Brownsville area. They will assist DPS with any and all evacuation operations and they will help enforce road closers throughout the city. This will establish a base of operations at their local Border Patrol Station and will respond to any emergency that might arise. The Border Patrol will also maintain a law enforcement presence in the city and the surrounding areas. The Border Patrol has the capability to respond to any emergency and can sustain law enforcement and emergency operations before, during and after the hurricane makes landfall. G.United States Coast Guard The United States Coast Guard will assist in the evacuation of people in the immediate and mandatory areas. They will also help supply small boats that the emergency responders can get into flooded areas. The Coast Guard will also maintain a representative at the Unified Command Center. H.Texas Army National Guard In the event that the Texas Army National Guard is needed, the Brownsville Office of Emergency Management and Homeland Security will make a formal  request to the Governor’s Office. The Texas Army National Guard will be notified of their activation at least 72 hours before the hurricane makes landfall (TXDPS, 2013). The Texas Army National Guard will assist agencies evacuate people if needed. They will not assist in any enforcement operations as per State law. After the hurricane makes landfall they will assist in rescue operations and they will set up food and water distribution sites. Any medical personal will report to the triage center, they will then help treat and evaluate the injured. The Texas Army National Guard will coordinate with the Fire and Police Departments and will assist them in any rescue operations that they are needed in. The Texas Army National Guard can provide assistance with personal, equipment and air support. I.American Red Cross The American Red Cross and provide assistance in many different ways during a major emergency. In the event of a hurricane or any major disaster American Red Cross will be in charge of establishing shelters around the city of Brownsville. They will also register and keep track of the number of people at a shelter at any given time. They will also be in charge of distributing food, cloth and personal items to the people that need them. They will assist emergency managers set up food distribution locations throughout the city for emergency responders. They will provide assistance to people that been separated from their family members. This will help reunite families that have been separated during rescue or evacuation operations. J.Local Hospitals Brownsville has two main hospitals that will need to be kept informed of the statue of the hurricane. In the event of a category 4 hurricane the hospitals will shut down and will only take in emergency patients. This would be patients that need immediate medical attention or that have life threating injuries that need to be attended too. The two hospitals in the city of Brownsville are: †¢Valley Regional Medical Center is located at 100A E. Alton Gloor Bvd, Brownsville, Texas. †¢Valley Baptist Medical Center Brownsville is located at 1040 West Jefferson Brownsville, Texas K.Private Businesses In the event of a major disaster the Brownsville Office of Emergency Management and Homeland Security will make arrangements with local businesses to coordinate supplies and equipment that might be needed during a hurricane. The business will provide food, water and any equipment that might be needed by first responders, for example pumps, generators and shovels. The OEMHS’s finance department will keep track of all the equipment and supplies that are received are ordered and received by private businesses. This will help keep track of what is being used and what supplies are needed. Any special equipment that needs to be ordered or requested will be done by the OEMHS’s finance department. This will help keep track of the money that is being spent. 6.Administration and logistics The Brownsville Office of Emergency Management and Homeland Security will coordinate all emergency operations in the City of Brownsville. The Unified Command Center will have a team of representatives of each agency that are involved in emergency operations as well as representatives from the State and Federal government. The will get continuous updates of the situation and will make decisions on any issues. They will also provide logistical support to all emergency operations as it is needed. This means that they as they receive information or requests for any equipment or support the OEMHS will address this situation and take action. 7.Plan development and maintenance The OEMHS is responsible for developing the EOP in coordination with the agencies that will be involved in the plan. This means that the OEMHS will meet with the different agencies that will participate in the plan and address any issues they might have with the EOP. It is the responsibility of the OEMHS to keep the EOC updated. Every year there are changes to roads, hazards and other things that might affect emergency operations. It is the responsibility of the OEMHS to maintain the plan and to ensure that it is up to date. It is the responsibility of the OEMHS to coordinate training with the agencies involved. The OEMHS should also coordinate ensure that the city managers that will in charge of the EOP be certified and maintain their certification through FEMA. 8.Authorities The authorities that will be in charge of all emergency operations will be the Brownsville Office of Emergency Management and Homeland Security. The OEMHS is responsible to address any and all jurisdictional issues that an agency might have. This EOC is designed to be used during a major hurricane but it is flexible and can be used for any other kind of disaster. Communications Communications is a very important part of the EOP. In the event of a major hurricane or any other kind of disaster, communications will play a very big part in emergency operations. During emergency operation all agencies involved will use TXLAW 1, as the primary radio frequency. This will ensure that all agency managers and team leader are able to communicate with the EOP. All agency dispatchers and agency managers will monitor TXLAW 1 throughout emergency operations. This will continue until all emergency operations have stopped or the agency in no longer participating in any emergency operations. If an agency does not have radios with the TXLAW1 frequency, the OEMHS will provide radios to the agency command post and team leaders during emergency operations. Radios will be provided to private organizations like the Red Cross that will set up staging areas, establish shelters and coordinate distributions site. Team leaders and managers will remain in contact with the Unified Command Center all times. In conclusion the EOP will establish guideline that emergency managers can follow. This will help them set up a structured chain of command and establish emergency operations in the event of a major disaster or hurricane. This plan is flexible and can be changed or modified as it is required for any disaster. It is very important the OEMHS provides continu es training and maintain the EOP up to date. This will ensure that emergency operations are conducted in a safe and productive manner. References Reagan, M., (2014, April 10) Early hurricane outlook predicts light season. The Brownsville Herald. Retrieved from

Introduction for Currys Essay Example for Free

Introduction for Currys Essay For this assignment I am investigating Currys and I will be getting information about my investigation from the customer service of Currys, but to do this I will need to know also a little bit about the customers profiles and what the customers think about Currys products and services that they provide. Background: Currys is the leading choice for families buying electrical devices for the home and other businesses. Currys also delivers their goods to their customers seven days a week to households and businesses throughout the UK. While delivering new products the Group collects 750,000 ends of life white goods appliances, fridges, freezers, cookers, computers, printers, radios, televisions, phones and washing machines, from customers homes each year, of which, until November, approximately 300,000 were fridges. Until November 2001 these were recycled or refurbished by a network of contractors, relieving Local Authorities, who would otherwise be obliged to collect or receive these products, of a significant burden. Many units were refurbished and resold at low cost, providing cheap products for families on low income (including through create, a Dixons supported project to re-train long term unemployed people as engineers). Others were exported for further use and the remainder recycled and disposed of following CFC gas extraction meeting environmental standards. In effect Dixons Group provided a cost-free channel for the disposal of this domestic waste and one which minimised the generation of extra journeys by householders or local authority collectors and is thus more environmentally acceptable. This shows how much Dixons group has been acting ethically. Services that Currys provides and competitive background: For my assignment, it is important to understand why retailers offer such services. Electrical retailing is highly competitive, like: Currys, Comet, John Lewis, Debenhams, House of Fraser, Argos, Powerhouse, Dixons and many thousands of small independent retailers all compete for trade in what many customers view as a product market. Low margins demonstrate the offer and that is the competitive nature of the industry. Because this is a competitive market, price pressure is intense and retailers will normally try to offer the lowest price in the market. So the customer gets used to the idea that prices will be similar in most outlets. Therefore there is a strict pressure to make different either by offering exclusive products or by excelling on service. That is why all retailers will offer competitive service offers including suitable delivery and after sales. No retailer will want to risk for too long a competitor being able to offer a new service recognized. As yet the leaving of take-back has had incomplete things on sales; however one of the two main peaks for sales, the hot summer months and this is the period of sales and a period that businesses look to maximise their sales. Customers profile: Most of customers of Currys are from a mixed group of age, gender and races. Most of customers that I personally see coming to the store of Currys in Chadwel heath are parents or just adults who are able to purchase products by credit cards or any other ways of payments. There are also other customers of Currys who are of an average age like teenagers who are able to pay musical items or games. Currys does not have any geographical customers because their customers are most of the time locally. Some customers have their information stored into Currys system due to their customers loyalty and due to Currys market researches. Currys gives to its customers a guarantee of purchasing items from their stores in case that the customer is not satisfied with the products or services that Currys provides to them, then the customer can take the products back and get a replacement or if possible get the customer can get his/her money back but this depends with the case. Some times if Currys cannot sort out the problem that the customer has with the products, they usually give to the customer the phone number of the company or the manufacturer of that particular product for further information or instructions about the usage of the product.

Literature Review On Multinational Corporations Management Essay

Literature Review On Multinational Corporations Management Essay Globalization is everywhere. It is the process of increased interdependence between nations (Carbaugh, 2009). Globalization is driven by technological change and the liberalization of trade and opening up of the markets. Globalization has given rise to multinational companies. Multinational corporations or companies (MNCs) are massive companies having business in several countries around the world. The growth of MNCs has been very rapid in the recent years and they are even proliferating into the developing nations where there is tremendous scope for business. These corporations usually transfer their knowledge and business practices like finance and human resource (HR) to their subsidiaries in other nations and try to maintain coordination. Various methods are used to ensure this transfer. The transfer of HR practices is very important to maintain some sort of synchronization between the head quarters of the MNC and their subsidiaries. Though HRM was not considered of great value in the past, now it is considered to be one of the most important components of a successful organization as human beings are considered to be assets to the organizations and their retention and satisfaction is of key importance. MNCs usually adopt HR strategies that match the industrial requirements of the host companies and at the same time transfer some of the parent country practices to the subsidiaries. Human resource management as such refers to a rational and strategic approach to managing people who work in an organization to achieve the goal of the organization collectively (Armstrong, 2003). The successful diffusion of HRM practices across subsidiaries by the MNCs either makes or breaks them. They strive to strike a balance between home country and host country practices by prioritising what needs to be adopted from each. To a large extend they try to converge their best practices so that coordination and management is easy. They also try to integrate the practices of host countries so that there is acceptance in those countries, but the degree of this integration varies from one MNC to another. LITERATURE REVIEW 1. Multinational Corporations Multinational corporations or MNCs are known by different names transnational companies, multinational enterprises, global corporations or international corporations. The origin of MNCs could be traced back to the 1860s, but it was only after the Second World War that the world has seen such a rapid growth in their numbers (Cherunilam, 2006). The British East India Company and Royal Africa Company are examples of some earlier MNCs. The ILO defines MNC as a company having head quarters in the home country and operations in several other countries. These companies think globally but act locally. The main reason why firms chose to go global could be attributed to the uneven distribution of factor endowments and failures in the market. MNCs generate almost 50% of the globes industrial output and about 67% of the world trade (Gooderham Nordhaug, 2003). Now a days MNCs are present in all parts of the world but the bulk of them belong to the triad nations of USA, European Union and Japan. Some of the points to consider for a company to be called an MNC are as given below (Saleem, 2006). Operates in many countries. The level of economic progress in these countries may differ. Around 50% of its net profits come from the operations in foreign countries. Usually has a central management with local subsidies being managed by locals. Encourages collective transfer of resources and knowledge across continents. Has a huge resource base and ability to expand. a) Types of MNCs Caves, in his book Multinational Enterprise and Economic Analysis, divides MNCs broadly into three groups (Caves, 1996). Horizontally integrated companies are those which sell the same kind of goods across nations, for example, soft drink companies, confectioneries etc. In the case of vertically integrated enterprises, the output in some of their plants in one country serves as input in some of their plants in other countries. The reason for the dispersal of the units could be attributed to the geographical reasons. An industry known for its vertical integration is the oil industry where the crude oil is dug in one location and its processing done in another location. The third and last group described are MNCs that show no evidence of either vertical or horizontal integration (Caves, 1996). The companies belonging to the third group concentrate on spreading business risk, especially systemic risks. Systemic risk refers to the risk of collapse of an entire market or industry. MNCs can be further classified as financial controllers and integrated international companies (Tempel, 2001). Financial controllers are companies where there is very strong control of the subsidiaries by the head quarters and there is also a great degree of dependence on the parent country by the subsidiaries for resources. The integrated international company also has a high degree of authority over its subsidiaries and also there is a high degree of resource dependence. The factor that distinguishes the financial controllers from the integrated companies is that there is a certain degree of independence when it comes to resource. b) Foreign Direct Investment It is seen that the more the foreign direct investment (FDI), the bigger the population of MNC subsidiaries in that country. FDI refers to the long term investment of one country in another. FDI inflows in to the developing countries have been on the rise since the 1990s (Patterson et al, 2004). Due to this the number of MNCs cropping up in the developing countries is also on the increase. c) Knowledge Transfer One major feature of MNCs is the transfer of knowledge and practices across the world from the parent country to the host countries and vice versa. The transfer of knowledge comprise of technology transfer, transfer of managerial and technical knowhow and various skills. This knowledge being transferred could be implicit or explicit knowledge. Implicit or tacit knowledge consist of mainly personal experiences, attitudes and skills that are specific to a person and hence difficult to formulize; explicit knowledge on the other hand can be easily quantified into scientific data, formulas, procedures and is not people specific (Tayeb, 2005). Explicit knowledge can be easily transferred while tacit knowledge is more difficult. Transfer of explicit knowledge takes place by the transfer of machinery and equipment, installation of software, licensing and so on. HRM goes a long way in helping the transfer of knowledge across nations, especially implicit knowledge. HRM practices like training, motivation, vision sharing and inter-unit transfer of employees, all help in the creation, maintenance and transfer of implicit knowledge with in the different units of the MNC (Tayeb, 2005). MNCs need both tacit and explicit knowledge for gaining competitive advantage. In fact knowledge transfer between the head quarters and subs form the basis for relationship building for the MNC (Koohang, Harman and Britz, 2008). 2. 50 Global MNCs The Fortune magazine comes out with a list called Fortune Global 500 companies where they rate companies based on their on various revenues and profit. This list is considered to be the list when it comes to the best and most powerful companies in the world and making the list is a great honour. This year Wal Mart stands number 1 in the list. The list also consist of classification of companies based on various factors like sales, revenues, fastest growth rate, employment rate, and so on. Given below is the list of the top 50 companies from the list (Fortune, 2010). The list consist of a mix of international and multinational companies belonging to many industries ranging from retailers, finance, oil, automobile and IT to mention a few. They are also distributed in several countries. Rank2.jpg Source : Fortune Magazine, 26th July, 2010, http://money.cnn.com/magazines/fortune/global500/2010/full_list/. 3. The Automotive MNCs Around the world the insurgence of vehicles made in foreign countries can be witnessed. The automotive industry is a prime example of MNCs developing cross border networks and alliances (Blanpain, 2008). The automobile industry started getting international status after the Second World War, when companies like Ford and General Motors started selling vehicles in the European markets. In the 1970s Japanese companies started penetrating the US markets with their cars and in the 1980s European countries started selling its automobiles in other continents. By the 1990s the automotive industry was totally thrown open with not only sales in foreign countries, but also production of parts and vehicles expanding to alien countries. This created the need to develop strategies to ensure coordination and control over the subsidiaries by the parent companies. Some famous automotive MNCs are Toyota Motor Company, Ford Motor Company, General Motors, Volkswagen and Hyundai to mention a few. The Int ernational Organization of Motor Vehicle Manufacturers (OICA) comes out with a statistics on motor vehicles production both manufacturer and country wise. Both statistics are given below. The below data gives an idea of the 2009 production of automobiles by top companies including some which figure in the Fortune Global 500 as well as country wise distribution of the same. tables and charts-001.jpg Source: OICA, (2009), http://oica.net/category/production-statistics/ ranking-2009-001.jpg Source: OICA (2009), http://oica.net/wp-content/uploads/ranking-2009.pdf 4. Human Resource Management Human resource management can be defined as designing management systems to ensure that human talent is used effectively and efficiently to achieve organizational goals (Mathis and Jackson, 2008, p 4). From the above definition the following aims could be inferred about HRM as pointed out by Armstrong in his book A Handbook of Human Resource Management Practice. Organizational effectiveness is one of the goals of HRM strategies. This could be done by developing proper and well laid out policies in various arenas like talent management, knowledge transfer and management and work place management (Armstrong, 2006). Management of human capital is another goal. Human beings are now considered to be one of the most vital assets to any company and managing them is of utmost importance. Their attraction, retention, nurturing and motivation are taken care of my HRM. HRM supports and facilitates knowledge management and transfer between the head quarters and subsidiaries. One very important aspect of HRM is reward management. The attraction and retention of employees is possible only if they are rewarded appropriately. HRM also aims at maintaining good and healthy relationship among the employees and also with the trade unions. Another aim of HRM is to meet the diverse needs of the stakeholders of the company by implementing policies that balance all their needs. The last and final aim of HRM as mentioned by Armstrong is slightly over reaching, yet something HRM aspires to do. This is to bridge the gap between ambitions and actual operations. It strives to ensure that the aspirations are translated into doable action plan. In the case of most MNCs HR practices are transferred across borders for want of competitive advantage and the use of competencies that are unique to the parent firm. However there are cases of the transfer of practices from subsidiary to the parent firm or between two subsidiaries. 5. Models for Implementing HR Practices across Border Various models exist when it comes to transferring HR practices across nations. These models are based on the whether the host or home country practices are adopted or a mixture of both. a) Convergence and Divergence Models of HR Practices MNCs decide to either converge or diverge when it comes to HR practices. Convergence refers to the diffusion of the preferred practices of the parent company to the subsidiaries. Divergence is the adoption of the local human resource practices and labour relations common to the host nation (Cooke, 2003). There are basically four main arguments supporting convergence of best practices (Sparrow et al, 2004). These hold true when it comes to HRM as well. Power of Markets: This argument basically says that at present US management practices are considered to be the best practices around the world and the market forces are such that those MNCs that do not follow those practices are at a disadvantage in the market and may even lose out eventually (Brewster, 2002). Hence many MNCs adopt the HR practices adopted by the US firms which is inclined towards convergence. Transaction Cost Economics: The adoption of convergence methods has been supported by transaction cost economists. Transaction cost can be simply defined as the cost that is incurred for transferring information. This includes all cost incurred for gathering valuable information and also the processing of that information. Firms that follow convergence actually reduce the transaction cost and hence transaction cost economics favours convergence. Like-minded International Cadres: The growing number of students of management from the USA and UK are alarmingly large. The number of non-European students reported to be present in the UK in the year 2004 is 210000 (The Guardian, 2005). The number is only greater in the USA. These numbers are on the rise and they populate the many MNCs around the world. This result in the churning out of people whose thinking patterns and working patterns are more or less similar. This again increases the convergence of practices across nations. Cost, Quality and Productivity Pressures: The convergence of quality standards across countries with regard to products and services is very important for the success of MNCs. The proponents of divergence on the other hand argue that there is a requirement to adopt local policies and practices when it comes to HR and convergence might cause problems like the country of origin effect. They also argue that convergence is often difficult due to various regional and cultural factors as well as government interference (Daniel Reitsperger, 2004). b) Hybrid Model of HR Practices There is a third model that could be adopted for the transfer of HR practices across borders and that is the hybrid system. This is a combination of both convergence and divergence models. Hybrid model for transfer mainly refers to the application of best practices of the home country through convergence when it comes to core tasks and the adoption of more local practices when it comes to non-mainstream parts of the task (Bamberger and Meshoulam, 2000). The hybrid model could be said to be the result of the many constraints imposed by the local environment. Brakman et al, in their book Nations and Firms in the Global Economy, cites the example of Japanese MNCs who were forced to accept US HR practices when they began to expand their business into the US (Brakman et al, 2006). More and more MNCs are leaning towards the hybrid model as it is the more workable model for controlling and managing business across borders. When the topic of transfer of HR practices across borders is discussed, there arises a need to discuss the country of origin effect. c) Country of Origin Effect The country of origin effect is a very important aspect that needs to be considered while converging and transferring HR practices across the borders to the subsidiaries or branches. The country of origin effect could be defined as generalized image created regarding the products, technology, practices and policies of a company in relation to the country from which that company originated (Davies et al, 2003). In the case of transfer of HR practices, the country of origin influences how the MNCs conduct their business in other countries and also what HRM policies they adopt across borders. For example a German company applying work council type arrangements across borders and a Japanese company putting emphasis on satisfying employee needs as top priority across borders (Brakman et al, 2006). 6. HR Policies/Strategies of MNCs The policies/strategies adopted by MNCs have a lot to do with whether they are converging, diverging or integrating home and host country practices. Different companies adopt different policies, though most follow the hybrid model as it is ideal for success in present times of dynamic markets. The adoption of the strategy depends on various factors like: The type of industry and its environment. The general environment under which the firm has to operate. The companys strengths and weaknesses. The availability of suitable candidates in the parent and host countries to hold executive positions. The willingness of employees to be deployed offshore. Whether outsourcing is an option for the company. Some of the strategies adopted by MNCs to ensure that there is control and coordination of their various subsidiaries is briefly explained below. a) Polycentric Strategy This strategy boasts a decentralized structure where the parent company retains the rights to control a few important areas that it deems vital (Tayeb, 2005). The subsidiaries are given a great deal of autonomy to develop HR policies that are inclined towards that followed by the host countries (Scholz and Bohm, 2008). They are also led by talents from the local market. In fact they are called Host Country Nationals (HCNs) and they are usually promoted to important positions in the host country branch. The foremost advantage of this strategy is that managing the business by the subsidiary in its country is easy as it does not clash with the local cultures or practices. However, this approach is not without its disadvantages. The parent company may not be able to exercise as much control as it would like over the subsidiary and also some of the local HR practices may be undesirable and against the ethical code of the parent company. Unilever is an example of a company following the po lycentric strategy. b) Ethnocentric Strategy Here the parent companies practices are forced up on the subsidiaries irrespective of the practices followed in the host country (Scholz and Bohm, 2008). The subsidiaries have little autonomy and practically no decision making powers. Companies like British Petroleum (BP) follow the ethnocentric approach post the 1990s. They used to send a large cadre of British executives on long term assignments to the subsidiaries with the intention of transferring skills and knowledge (Mabey et al, 1998). Similarly, Toyota sends a team of Japanese executives overseas to administer the start up of a new subsidiary (Bernardin, 2007). These executives of the parent country sent overseas to work in subsidiaries are usually referred to as parent country nationals (PCNs). This strategy is followed my MNCs who consider HR practices to be of primary importance for the success of the business. c) Geocentric Strategy This HR strategy is characterized by collaborative relationship between the parent and the subsidiary companies. This strategy integrates all company activities on a global scale. The entire company parent company and subsidiaries are considered to be a global work space and all its employees are considered to be global workforce (Bernardin, 2007). This line of though enables the employees to be promoted across borders irrespective of their origin. These countries use what is called third country nationals (TCNs) across the organizations. TCNs are nationals that do not belong to either the home country or the host country. Since the ability to work in any of the countries of business is important in this strategy,, it lays a lot of importance to training and developmental activities. IBM is an example of an MNC using geocentric strategy. d) Regiocentric Strategy This strategy attempts to balance centralization and decentralization. This strategy recognizes the importance of cultural differences but considers the difference important only at the local level. This could be called a minor version of the geocentric strategy. In this approach usually staffing, training and compensation strategies are based on the local norms where as in geocentric it is based on the concept of a global marketplace. Example of a company that has adopted the regiocentric approach is Coca Cola. 7. Methods to Ensure Convergence of HR Practices a) Coercive Comparisons Coercive power in HR refers to the power exerted by the company by clearly stating that non-compliance will result in disciplinary action. Coercive comparison is also a type of force used by MNCs to exert control over the workers. This method is usually used against trade unions to counter the effect of collective bargaining of the workers. In fact coercive comparison is used to whipsaw unions across borders. This is does by using both implicit and explicit threats or promises to disinvestment of work (Cooke, 2003). This type of coercion may force the unions to take a more cooperative stand with the MNCs. There are cases of reverse coercive comparison too where the unions use it against the management. Many observers feel that economic and political pressures created orbits of coercive comparison (Rees, 1989). The orbit of coercive comparison refers to the wage market which is more or less like an orbit where the influential factors include the organization, its policies and the general concept of equity (Kerr, 1977). b) International Benchmarking Benchmarking is defined by Zairi as the search for best industry practices that will lead to superior performance (Zairi, 1994, p 61). Benchmarking may also be defined as a process of measuring ones own practices against the practices of the industry leaders to see if there is any scope for improvement (Bohlander and Snell, 2010). Benchmarking helps in deciding the best practices to be transferred and maintained across nations. Thus, practices could be diffused across borders and established as standards of good performance. c) Expatriation and Repatriation Expatriation is an HR practice used to fill positions in companies. Expatriation is used not only to fill positions when there is a dearth of host country managers but also to transfer knowledge and practices to the host country (Gooderham and Nordhaug, 2003). MNCs use expatriation to ensure that the corporate culture and practices are properly instilled in the subsidiaries. As mentioned earlier, Japanese companies like Toyota often send Japanese executives to a subsidiary during its setting up to ensure the transfer of practices and adherence to the Japanese way of doing work. Expatriation is also used to have direct control over the subsidiary operations. Expatriation if done well, with the selection of apt candidates with suitable expertise and cross cultural experience, is very useful in the transfer of HR practices. However, the minuses of expatriation are culture shock and the inability of the person to adjust and understand the local requirements of the host country. Expatriat ion is usually considered by the appointee to be a step up in the career graph. Repatriation is the return of an employee from a foreign assignment. MNCs are usually faced with the challenge of retention of the returning employee and also to ensure that he retains the connection with the parent companies. For this MNCs usually resort to tactics like mentoring where a senior official acts as mentor to the expatriate and maintains constant contact with the person and also inbuilt repatriation programmes that help the employee in relocating smoothly (Aswathappa and Dash, 2008). 8. Control Strategies One way of exerting control over the operations in the subsidiaries is to follow an ethnocentric approach; another is expatriation; and yet another is the establishment of benchmarks for the practices to be adopted. However, over and above this there are many control techniques adopted by MNCs, some of these are direct control and some others are indirect control. a) Direct Control MNCs deploy direct control methods to ensure that the performances of the employees are up to the standards required which in turn ensure the success of the business. One direct control technique is performance appraisal. It is essential to have a very stable, practical and strong performance appraisal mechanism. This mechanism should be in place at all levels of the company as well as in their subsidiaries. If the company and branches are considered as one big organization (geocentric approach) such appraisals helps in tracking the performance of various employees and rewarding them as per the performance across borders. While establishing the performance appraisal system one needs to figure out exactly what type of performance is to be measured. This could be trait based, behaviour based or functional based systems (Fisher et al, 2008). Many MNCs follow what is called 360 degree assessment. This assessment is highly comprehensive and effective as feedback is taken simultaneously from the employee, his peers, subordinates and superiors. Another control technique which motivates employees to improve performance is reward systems for outstanding performance. This system seeks to individualize the workforce by rewarding outstanding performance with pay rises and promotions (Marchington and Wilkinson, 2005). Training programs conducted by the companies also help to a great extend in ensuring that the corporate objectives, codes and practices are imparted to the employees. Direct control also includes the written rules, regulations and codes of the company that are applicable to all its branches. This is usually referred to as bureaucratic controls; another kind of direct control called technical control which is the usage of equipments, established processes, communication channels and surveillance (Bratton and Gold, 1999). Direct controls are usually process based. b) Indirect Control Indirect controls are often hidden or unobtrusive. Intrinsic rewards like praise and recognition is a method of indirect control. It helps in motivating employees to work harder and achieve greater results. Indirect control in HRM can be classified into output controls and controls through socializations (Wilkinson et al, 2009). The output or indirect outcome based control where the focus is on actual results and not the processes. Many multinational firms rely on social networking to exert indirect control. They use the social networks within companies to transfer knowledge and culture and share information through the informal communication. 9. Cross Border Transfer of knowledge and Practices at McDonalds McDonalds is an MNC an international fast food chain with branches all over the world. There are more than 30,000 McDonalds restaurants in over 119 countries (employing more than 70,000 people) of which 51% are franchisees (McDonalds Corporation, 2008). What does McDonalds do to ensure uniformity among all its restaurants around the world? First of all McDonalds have a licensing agreement with the franchisees that ensure that they follow standardised patterns when it comes to menus, layout, administration, operations and equipment. The McDonalds UK website provides information packs for students regarding various aspects including franchising. The steps followed by McDonalds to transfer HR practices across borders to their franchisees can me summarised as below from their publication Franchising at McDonalds and also from their brochure for franchisees. Intensive Training The franchisees are provided with intensive training which extends to nine months full time (McDonalds Corporation, 2007). The training covers every aspect of the business from administration to cleaning. Regular Checks McDonalds head quarters regularly checks whether the franchisees are adhering to the McDonalds standards regarding menus, cleanliness, and administration and so on. Failure to keep up to the required standards may even result in the franchisee losing their license. Active Role in Community McDonalds expects its franchisee to put something back to the community and hence encourages them as well as the McDonalds staff to get involved in community events and make contributions to local charities. Commitment McDonalds insist that their franchisees are not involved in any other business and are totally committed to running the business. This way they can ensure a greater commitment to upholding their standards and requirements. 10. Human Resource Development at Toyota the Toyota Way The Toyota Motor Company is an automotive multinational with head quarters in Japan. It was in 2001that Toyota Way. In the beginning it was an expression of the values and code of conduct that Toyota wanted its employees to embrace. The 5 basic principles that Toyota highlights in the Toyota Way 2001 is i. Challenge, ii. Kaizen or Improvement, iii. Genchi Genbutsu or Go and See, iv. Respect and v. Teamwork. Key principles of Toyota Way 2001 Source: Toyota Motor Corporation Sustainability Report, 2009, p 54. In 2002 the Toyota Way was extended to include individual functions, domestic and overseas sales, HR, finance, procurement and other functional realms (http://www.toyota.co.jp/en/environmental_rep/03/jyugyoin03.html). The Toyota Way was developed with the aim of transferring Toyotas management philosophies, business practices and values globally to all its branches across the world. Toyota also released a booklet called Toyota Developing People, which was aimed at transferring HR practices across borders. The booklet aimed to promote workplaces where personnel development takes place at all levels. Its labour management techniques are based on mutual trust and respect. To further their cause of global integration, the Toyota Institute was started in the year 2001. The main aim of the institute was the promotion of HRM from a global perspective and also to ensure that Toyotas core values are rightfully transferred across borders. 11. Fords Governing Strategy Ford Motor Company is a USA based MNC with more than 90 plants worldwide and with more than 190,000 employees. Their operations are governed by their shared values called One Ford. It emphasises the working together as one team to achieve the corporate goals. Its One Ford Mission diffuses down to its many manufacturing plants and also to how it manages its HR. It emphasizes a single global approach where the efforts of the Ford employees around the world are aligned towards a common goal (Ford Motor Company, 2009). The One Ford Strategy has 3 main elements. i. One Team, ii. One Plan and iii. One Goal. Source: http://www.ford.com/about-ford/company-information/one-ford ANALYSIS Examining the best strategy for an MNC based on their structure with respect to HR can be depicted in the diagram below. HIGH Global Integration Global Structure Transnational Structure Ethnocentric HRS Geocentric HRS Global Integration Extensive Use of PCNs Uses PCN, HCN and TCNs Japanese MNCs Emerging MNCs International Structure Multi-domestic Structure Regiocentric HRS Polycentric HRS PCNs and H

Lord of the Flies :: Free Essay Writer

Lord of the Flies Literature versus Hollywood Many novels are such successful sellers that producers can’t wait to put the story onto the big screen. Most of the time the original novel is much better than the movie because it is able to capture the characters true emotions. In the novel â€Å"The Lord of the Flies† William Golding was trying to capture the reader’s imagination. Overall the novel is better then the movie because it has a better description of the characters thoughts and feelings. Symbolically it allows the reader to grasp the concepts that are not relevant throughout the movie. Unlike the novel, the movie is unable to capture the true essence of each character. This occurs because when something is transferred from writing into a production there is not enough time to portray each character in exact detail. In the novel Piggy is treated as the â€Å"Outsider†, but in the film the audience doesn’t clearly see his true emotions. Other characters such as Simon and Roger are portrayed in full detail in the novel, but in the movie they hardly appear at all. The movie failed to show Simon as a â€Å"Christ† figure, and Roger’s evil nature. Since the movie was not able to give the audience more information about the characters, their roles and emotions, it is not effective in giving a clear â€Å"picture†. The author’s use of symbols in the novel gives the reader more insight into the story. The novel depicts the most important messages. For example, Piggy’s glasses represent civilization, but once they are destroyed it shows how the boys no longer find anything wrong with their actions. Civilization begins to fade, and eventually it becomes a memory. Another symbol is the dead parachutist, the boys are letting their inner â€Å"Beast† slowly prevail, and you begin to see how real their evil spirits are coming. Little, by little the boys are turning devilish, but they don’t seem to realize the consequences of their action. One event which plays a significant role in the novel is Simon’s death. The boys have crossed the border of civilization to such a level, that they no longer recognize one another, and are killing ferociously, like savages. In the novel all of these symbols and events develop the plot, but in the film version the thoughts are very u nclear, and most are left out. Some similarities between the movie and the novel are that the characters are all involved.

Graduation Speech by Faculty -- Graduation Speech, Commencement Addres

Congratulations! Today is your day. You're off to Great Places! You're off and away! You have brains in your head. You have feet in your shoes. You can steer yourself Any direction you choose. You're on your own. And you know what you know. And YOU are the guy who'll decide where to go. You'll look up and down streets. Look 'em over with care. About some you will say, "I don't choose to go there." With your head full of brains and your shoes full of feet, You're too smart to go down any not-so-good street. And you may not find any You'll want to go down. In that case, of course, You'll head straight out of town. It's opener there In the wide open air. Out there things can happen And frequently do To people as brainy And footsy as you. And when things start to happen Don't worry. Don't stew. Just go right along. You'll start happening too. OH! THE PLACES YOU'LL GO! You won't lag behind, because you'll have the speed. You'll pass the whole gang and you'll soon tak...

Justice and Morality in Platos Republic Essay examples -- justice as

Introduction This essay discusses and clarifies a concept that is central to Plato's argument in the Republic — an argument in favour of the transcendent value of justice as a human good; that justice informs and guides moral conduct. Plato's argument implies that justice and morality are intimately interconnected, because the excellence and goodness of human life — the best way for a person to live — is intimately dependent upon and closely interwoven with those 'things that we find desirable in themselves and for their consequences [1]. Hence, we acknowledge that Plato Is moral thesis cannot be interpreted either as a deontological or as a consequentialist argument — or as an act centred or agent centred moral concept. Plato's thesis is informative, in philosophical terms, precisely because it enables us to find new and more fruitful ways of looking at those basic questions concerning justice and morality, and the manner in which they are interrelated [2]. In the Republic Plato endeavours to answer complex questions about justice by introducing a unique account of what justice actually is, and how morally sensitive people are educated and informed about the real nature of justice and morality [3]. Our understanding of justice is more profound if we insist that what really matters is not merely the observance of external demands — normative and conventional moral rules — but the character of the truly just person [4]. Justice and goodness, based upon judgement as the virtue of a decent life, are seen as congruent in the context of a well ordered society. Plato's fundamental claim, in the Republic, is that justice is so great a good that anyone who completely embraces it is thereby better off, even in the face of the... ...4-225 [19] Rep. VI 573d & ibid., p.221-222) [20] ibid., p.327 [21] Nagel, 1986, pp. 195-196 [22] Rep VII, 540a-b [23] Rep. V, 46le-462e [24] Rep. IV, 419a-421c & Rep. VIII, 519d-521b [25] Annas, 1981, pp. 321-334 & White, 1979, pp.43-54 -------------------------------------------------------------------------------- BIBLIOGRAPHY Annas, Julia An Introduction to Plato's Republic Oxford 1981; Chapter 3, pp. 59-71; Chapter 6 pp. 53-169; Chapter 13, pp. 331-334 Irwin, Terence Plato's Ethics Oxford 1995; Chapter 12, pp. 181-202 Kraut, Richard (Ed.) The Cambridge Companion to Plato Cambridge 1992; Chapter 10, pp. 311-337 Nagel, Thomas The View from Nowhere Oxford 1986; Chapter X, pp. 189-207 Waterfield, Robin (Tr.) Plato's Republic Oxford 1993 White, Nicholas A Companion to Plato's Republic Indianapolis 1979 Justice and Morality in Plato's Republic Essay examples -- justice as Introduction This essay discusses and clarifies a concept that is central to Plato's argument in the Republic — an argument in favour of the transcendent value of justice as a human good; that justice informs and guides moral conduct. Plato's argument implies that justice and morality are intimately interconnected, because the excellence and goodness of human life — the best way for a person to live — is intimately dependent upon and closely interwoven with those 'things that we find desirable in themselves and for their consequences [1]. Hence, we acknowledge that Plato Is moral thesis cannot be interpreted either as a deontological or as a consequentialist argument — or as an act centred or agent centred moral concept. Plato's thesis is informative, in philosophical terms, precisely because it enables us to find new and more fruitful ways of looking at those basic questions concerning justice and morality, and the manner in which they are interrelated [2]. In the Republic Plato endeavours to answer complex questions about justice by introducing a unique account of what justice actually is, and how morally sensitive people are educated and informed about the real nature of justice and morality [3]. Our understanding of justice is more profound if we insist that what really matters is not merely the observance of external demands — normative and conventional moral rules — but the character of the truly just person [4]. Justice and goodness, based upon judgement as the virtue of a decent life, are seen as congruent in the context of a well ordered society. Plato's fundamental claim, in the Republic, is that justice is so great a good that anyone who completely embraces it is thereby better off, even in the face of the... ...4-225 [19] Rep. VI 573d & ibid., p.221-222) [20] ibid., p.327 [21] Nagel, 1986, pp. 195-196 [22] Rep VII, 540a-b [23] Rep. V, 46le-462e [24] Rep. IV, 419a-421c & Rep. VIII, 519d-521b [25] Annas, 1981, pp. 321-334 & White, 1979, pp.43-54 -------------------------------------------------------------------------------- BIBLIOGRAPHY Annas, Julia An Introduction to Plato's Republic Oxford 1981; Chapter 3, pp. 59-71; Chapter 6 pp. 53-169; Chapter 13, pp. 331-334 Irwin, Terence Plato's Ethics Oxford 1995; Chapter 12, pp. 181-202 Kraut, Richard (Ed.) The Cambridge Companion to Plato Cambridge 1992; Chapter 10, pp. 311-337 Nagel, Thomas The View from Nowhere Oxford 1986; Chapter X, pp. 189-207 Waterfield, Robin (Tr.) Plato's Republic Oxford 1993 White, Nicholas A Companion to Plato's Republic Indianapolis 1979

Teenagers of Today’s World Have a Better School Life Than Their Parents Had When They Were at School

I hear my father often saying to me that we, the children of the present age, enjoy more freedom than they did when they were children. I admit to myself, perhaps it is true. If we require anything, for personal use or for school purposes, our parents buy them without hesitation. They love to get us things we demand. Today, it is a very, very ordinary thing to find a school going teenager talking into a smart-looking cell phone, or browsing internet, looking for scholarships or other academic centre where s/he wants to go for studies in future. A growing child dresses well, goes out with her/his parents to swanky restaurants to dine, travels once or twice a year and has her/his birthdays celebrated ritually every year. Actually, these days, being the apples of the eyes of their parents, children will lack nothing that they can afford. All very well for the children of today. If we consider the above examples, some of us may agree that the children of our present day are indeed fortunate. But, consider the issue a little bit deeper. Are there actually roses, roses all the way for the growing children like us? Let us look around us, how the world is taking shape, how everything is changing. We can no longer be like the children of yester years, with a free mind and body, playing to our heart’s content, remaining childlike. With the exception of a few holidays every day in our life is bound to a regimental routine. We have to get up early in the morning, prepare ourselves for school, and come back in the afternoon. In the evening, it is homework time and time for the preparation for the umpteen examinations. In between the daily routine, we have to go to learn and acquire new skills, how to draw how to dance well and recite, how to compute like a professional and how to swim gracefully. Then there are more for others. Some go to learn playing tennis or chess, cricket or soccer, badminton or basketball. All this, we are taught, is for a successful life afterwards. We cannot hope to get admission in any reputed institute later on unless we score a certain percentage of marks in our board examination. Even after that, we have to appear for a tough merit test to acquire a seat in the institute. Our parents stake high hopes on us that we would bring luck in our family become someone to be proud of. Now, is it not a challenge we face everyday? A modern child has to face challenges everywhere. Security and love of the family cannot protect her from the competitive world. The on going onslaught of being left behind is always lurking. We always have to be up and get going. It is always study time. Would some one please explain why all work and no play makes Jack a dull boy?