BMW group essays

BMW group essays Bayerische Motoren Werke, more known as BMW was founded in 1916 in Germany. The company specialized in making automobiles, motorcycles and software. The first mentioned was to become their main funding source, accounting for nearly 75 per cent of the companys sales. They were to become one of the top automobile makers in Europe. BMWs road to success has not been an easy one! During World War One the company was established to manufacture engines; in 1945 they were still leading manufacturer of aero-engines in Germany. When World War Two came to an end, the aero-engine market and BMWs capital equipment was under serious threat. Since Germany lost the war, the demand for aero-engines was temporarily non-existent. Even if there would be a demand, they would not get a part of it since BMWs main factory was now in the Soviet occupation zone. Trying to survive, BMW concentrated on automobile production, but without a focus, offering a wide range of cars. They produced everything from small bubble cars to limousines but failed to meet the markets demand. Facing bankruptcy in 1959, BMW found a powerful shareholder, Herbert Quandt. He would help the company to get things right again and only a couple years later they launched BMW 1500. This car helped BMW automobile brand to establish a reputation for engineering excellence. Today it is hard to single out a specific factor that contributed to the success that have made BMW one of the most profitable automobile manufacturers in the world. Therefore we will take a closer look into those factors in our description and analysis of BMW automobiles. The problem statement in this case and also considered as a future problem for the BMW group: How will they manage to retain their top position in the automobile industry on their own, without being forced to become a part of a merger or get acquisitioned? ...

4 pieces of career advice no one will give you

4 pieces of career advice no one will give you You’ve heard all the classics before (including from us!): never stop revamping your resume. Practice your body language. Keep your network evergreen, because you never know when you’ll need it. These are all important and useful tips for anyone’s career, no matter what the industry. But if you’re just starting out, there are some more†¦off-the-record things that everyone learns the hard way, but people don’t really talk about. Let’s look at some of the things that happen to most of us, but aren’t necessarily in the career guides. 1. You’re going to fail (sometimes)That sounds super harsh and pessimistic, right? But it’s also true. You’re not gonna fail all the time, or most of the time- don’t worry. But sometimes, things will go badly, and you will run into the big â€Å"F.† It happens to all of us- the straight-A overachievers, the guy who doesn’t care, the seasoned professional. Sometim es things just aren’t going to go well. And while it can be upsetting, especially if it leads to negative feedback or professional consequences, you have to be able to absorb it, take what lessons you can, and move on. And when it happens, remember that you’re not alone, and that some of the most important lessons come from falling on your face once in a while.2. Set work-life boundaries earlyAt the start of any new job or career path, you want to set a great first impression. The one who starts early (or is impeccably on time every day), stays late, deftly responds to an after-hours email. Here’s the problem with that approach: it can turn into the status quo very quickly, as people start to expect that your hard-charging ways are just the way you operate and what they can expect from you. This is not to say you should slack off, or try to set expectations low. Rather, make sure you’re staking out personal boundaries and that you have personal outlets th at balance out the job. If you don’t have a workout routine, or de-stressing activity, or something that keeps you happy and fulfilled outside of work, that’s a fast-track to burnout.3. Don’t take everything so seriouslyYes, your career is important. Yes, you should be a strong advocate for yourself and not take crap from anyone. But if you’ve got your Game Face on all the time at work, you run the risk of alienating coworkers, bosses, anyone on the receiving end of your â€Å"don’t mess with me† vibe. Being flexible (and willing to take a step back and chill out) when necessary will help you keep a kind of equilibrium at work.4. It’s okay to have imposter syndromeYou’ve probably heard about â€Å"imposter syndrome,† where people feel like they’re inadequate at their jobs and that everyone else is on the cusp of figuring out that they don’t belong there. Turns out, a little insecurity can go a long way towa rd helping your career. If you feel an overwhelming sense of inferiority, that could mean that you need more training or guidance. But if you feel more like you could take that feeling and direct it into professional development, or working more efficiently, then it can be a boon to your career.No matter who you are, no matter what job you do, the most important career advice of all is â€Å"don’t worry.† As long as you’re working hard to improve yourself at every step of your career, you don’t always have to worry about whether you’re following the proper advice- it just has to be proper for you and your goals.

Discussion Stories and the Communication Model Essay

Discussion Stories and the Communication Model - Essay Example In all four scenarios, different types of information are gathered, shared and saved in different ways. Like information can be shared through email, electronic documents, voice recording and web presentations. It can be stored directly through web pages means in a digital form or it can be printed through print out and filed them in files. This document which is assembled in the file will be a great asset for the organization. For storing a collaboration experience, you must have knowledge that that has done and stored those types of experiences, awareness of from where the information of the experience will be available and from where you can find that information. I have done research in collaboration in which our group members do not have a time to do research in same time and same place so we prefer to do research in same time, different place. In a same time, different place our group members have done research and sharing information in a same time and different places very easily through chatting, video conference, teleconference, through email, applications/white board sharing, group calendaring and through different resources. Our group members have adopted all these steps for doing that research successfully. Winkler, Ramona. (2002). Keywords and Definitions Around "Collaboration". SAP: The Best Run business Run Sap, Retrieved on 4th January 2012 from

The Ottoman Architecture and The Effect of the Turkish and Persian Essay

The Ottoman Architecture and The Effect of the Turkish and Persian Cultures on it - Essay Example (Meeker, 2002) There was a time when the residences of officials, the military posts, the primary and secondary schools and education centres, and the public health and social services agencies were all located here. Turkish nation's cultural and historical links to its Ottoman past is not new, however the absence of a native Turkish (and Ottoman) historical school of thought opened the way for the easy penetration of Persian ideas and interpretations concerning even the most basic aspects of Ottoman and Turkish history, society and culture. As a result, wholesale acceptance of Persia and Iranian ideas began in the late Ottoman state and accelerated in the Republic. (Goffman, 2002) Nevertheless, scholars long regarded the Ottoman civilization and its predecessor as derived solely from Islam either in Arabic or Persian garb, even though the Ottoman Islam always possessed distinctive regional and ethno-cultural characteristics. Islam was the Turks' most durable link to their Central Asian origins and to the Arab-Persian world, but the unique Turk-European characteristics of the form of Islam that developed in Rumeli and Anatolia were from the very start the real "national" feature of the Ottoman state. (Kerpat, 2002) The Ottoman era along with the Seljuk period began forming an original and interrelated era of historical, cultural, artistic and political civilization. The Ottoman was embedded with all the features that a civilization upholds, all the distinct intellectual, philosophical, ethical, artistic and political characteristics, specific organisation modes and its own material culture (architecture, food, dress, etc.) with particular tastes, values and outlooks. No doubt the Ottomans did not acquire sufficient consciousness of their distinct civilizational characteristics, which are required to analyse and write about. Might be they were not aware of their valuable rituals and intellectuals or these characteristics were not important for them. Some writers have written down like this that they were so much indulged in their religious values that they ignored such characteristics. The truth behind this perception is skeptical but that does not mean that they lacked such characteristics of a civilization. Their main inspiration was to follow the art and architecture of Turkey and Persia, as they were used to it. Fig 2 The question to be debated is why the Ottomans did not seem to be aware of their own artistic, literary, and architectural achievements, many of which surpassed their Arabic, Persian and Byzantine models. According to the 'Orhun' inscriptions, the early Turks had shown some interest in their ethnic identity and "national" solidarity and in writings such as the Divan- Lgat-it-Trk of Mahmud Kasgari, which described the Turks as a distinct linguistic and cultural entity, so the standard answer is that the Ottomans immersed themselves so much in Islam as to forget their ethnic identity. (Goffman, 2002) But this explanation cannot be accepted at face value. Rather, the Ottoman government purposefully ignored the Turkish features of society and stated and emphasized their Islamic characteristics in the second half of the fifteenth century in order to consolidate the Balkan conquests and integrate the newly converted Bosnians, Albanians et al. into the

Risks and Internal Controls for Kudler Fine Foods Essay Example for Free

Risks and Internal Controls for Kudler Fine Foods Essay Internal controls are policies and procedures a company uses to ensure the accuracy and validity of their data. Risks are threats to that data that could be internal or external of the company (Hunton, Bryant, Bagranoff, 2004). The following paragraphs will identify and analyze the risks and internal controls as they relate to the information systems for Kudler Find Foods. This will give Kudler information on how to evaluate risks and the application of the internal controls and this document will discuss other external risks associate with buying a new accounting information system (AIS). Identifying and Analyzing Risks There are many types of risks that a company has to confront each day in information technology (IT). The four main types of risk are business, audit, security, and continuity risks. A business risk is when a company will not be able to achieve its goals and objectives; this could be union issues, a competing company, fraud, or production equipment failure. Audit risks include misstatement of financials by an auditor or a failure by an auditor to uncover fraud or material errors. A security risk can be a host of things that would ruin the integrity and access of the data, which can also lead to fraud or misuse of other information from internal (like employees) to external (like hackers) sources. And, finally, continuity risks are information system risks that have to do with backup, recovery and day to day availability of the system. When unplanned risks occur, management and auditor need to act quickly to intercept the risk, balance the risk with cost-effective countermeasures, since it is impossible to plan all risks (Hunton, Bryant, Bagranoff, 2004). It is important to thoroughly evaluate the AIS selected for risks as it includes confidential customer, vendor, payroll and corporate information within the master databases. The types of risks associated with Kudler’s new AIS system are system setup, data transfer and implementation issues, the AIS exceeding server capacity, other technology issues, and internal security breaches such as fraud, loss, or misuse of data. Typically the risks to AIS systems are primarily internal threats, as processing occurs behind the Company’s firewalls and system access is usually limited to only company employees. Kudler has multiple stores, so it might be web-enabled, allowing vendor users and employees to access the system over the Internet, which will expose their system to external threats. This increased connectivity might make unauthorized access easier for hackers and therefore data loss, industrial espionage, fraud and system outages could occur as well (Goldenberg, 2011). Internal controls are vital to put into place from this point of assessing the risks. Identifying and Analyzing Internal Controls The purposes of internal controls for an AIS are to protect the data resources against fraud, damage, and loss. It is also to ensure accuracy, validity, and reliability of the financials and operating data, which will help Kudler to stay compliant with its policies and procedures of the company and make better decision making strategies. For best business practices, internal controls need to be put into place, as the risks are many for Kudler, but in order for management to document their understanding of internal controls, they should use a flowchart to highlights risk issues and areas needing control. Attached are Appendix A, B, C, and D Data Flowcharts for Kudler. On these charts are highlighted areas of possible risks and potential internal controls to put into place (Apollo Group, 2013). The first step to developing an effective internal control system is to identify the areas where exploitation or errors are likely to occur. Separation of duties is the key to eliminate many fraudulent concerns surrounding accounting and finance. No employee should handle more than one of the following responsibilities: record keeping, authorization, reconciliations, and custody of assets. The following areas in accounting should also be reviewed for internal risks: * Cash receipts and disbursements: This will include deposits recorded and made promptly to the bank, checks signed and reviewed by management, petty cash secured and roperly recorded, bank reconciliations are done monthly and reviewed by Management, AP and AR master data files are secured with end user controlled passwords. * Payroll: This will include that all payroll changes should be approved by a supervisor, that disbursements are for actual employees, and tax filing are filed in compliance. * Fixed Assets: This will include all purchases of Fixed Assets are properly labeled and recorded and are used solely for work purposes, should be reviewed by Management monthly. Ordering (Inventory): This will include all orders are approved before placing, audits are done of inventory regularly, and inventory is properly recorded in compliance with depreciation schedules. * System changes: Approval of all changes that will occur to the system must be assigned by the Security Administrator to the Programmers and the Programmers must work with the end users for the changes and then get approval from Management before implementing the changes (BDO Consulting, 2009). Controls Outside of the System Other controls outside of the system that Kudler should evaluate for risks and improvement could be environmental controls, such as physical access to the building or utilities, or operational controls, such as personnel policies, strategic planning, administration, and supply chain, or even reputation controls, such as internal or external communications and media issues. Achieving understandable business controls on any level requires Kudler to clearly state procedures for handling each area, including a system of checks and balances in which segregation of duties has been established from beginning to end of the process. Management has the responsibility for setting a tone and degree of accountability and preciseness regarding the company’s assets and responsibilities. Management fulfills that responsibility in part by approving many aspects of the internal controls (Disaster Recovery Journal, 2011). Conclusion It is the responsibility of Kudler Fine Foods’ management to understand, monitor, and control risks. This document has shed some light on potential risks the company could face, but being prepared for all risks is impossible. Evaluating and implementing a system of internal controls allows the company to have peace of mind that the organization is able to deal effectively with managing its data, resources, and operations from certain risks. Internal controls also support reliable reporting and compliance with laws and regulations, which are necessary for best practices in business.

The Recovery Rate Of The Male Is Significantly Faster Thna The Female :: essays research papers

THE RECOVERY RATE OF THE MALE IS SIGNIFICANTLY   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  FASTER THAN THAT OF THE FEMALE.   Ã‚  Ã‚  Ã‚  Ã‚   Abstract:   Ã‚  Ã‚  Ã‚  Ã‚  This experiment is designed to test whether or not gender is a major contributing factor to the recovery heart rate in humans. Most would assume that the male heart rate would be considerably faster in recovery time than that of the female. This experiment furthers that assumption by eliminating uncontrolled variables such as age, build, and health conditions. Introduction:   Ã‚  Ã‚  Ã‚  Ã‚  The male human has always had certain physical advantages over the female human such as increased muscle mass, larger bones, and superb aggressiveness in times where deemed necessary. But is recovery rate (or, how long it takes for the heart rate to return to its resting rate) an advantage possessed by males also? The question posed in this experiment is whether or not the heart rate of the male will recover faster than that of a female. The hypothesis tested was that the male's heart rate would fall considerably faster than the female's after one minute of intense physical activity.   Ã‚  Ã‚  Ã‚  Ã‚  It is known already that males dominate females in the physical world in most cases. Males have much larger natural muscle mass, less body fat, and a physique that is designed for superiority in the physical world. Therefore it can only be assumed that the most important muscle of all (the heart) would also be superior in its performance. Mariotti 2   Ã‚  Ã‚  Ã‚  Ã‚  Many factors can influence the results of testing this hypothesis. All variables have been controlled except for the variable gender. Both the male and female subjects are close in age (< two years difference), both are nonsmokers, both possess small body builds for their respective gender, and both have no debilitating medical conditions (e.g., asthma, diabetes, heart condition). Controlling these factors allowed for the testing of the hypothesis, which is focused strictly on gender. Materials and Methods:   Ã‚  Ã‚  Ã‚  Ã‚  The materials used: one wristwatch (with second hand), two variably indifferent humans (one male, one female), and a standard staircase at CCC. The method was simple: two test subjects were exposed to two trials involving one minute of physical activity and x minutes needed for the recovery of the heart rate. Before the experiment began, each subject's resting heart rate was taken. This would become the controlled variable. Next, each subject ran up one set of stairs at CCC, one stair at a time, for one minute. After one minute of activity, the subjects stopped and began taking his or her heart rate.

Unethical to Terminate Employees Because They Do Not Match

Replacing employees can be very costly for our Healthcare organization there are many different strategies we can develop to help employees who do not match our organizations culture to adapt before we decide to fire them. We first must make sure during the employee selection process that HR is identifying potential employees who pose the relevant skill set for the job applying for along with having similar values of our organization (Sheridan, J.E. , 1992). Next managers at all levels along with supervisors need to revisit their communications and behaviors to ensure they match our organizations values and standards since upper management are the role models of our organization (Fottler, 2011). If upper management is not consistently translating and distributing the cultural norms of our organization how can we expect our frontline employees to do so?Leaders and managers must continually and consistently follow the standards and values of our healthcare organization along with provi ding continuous training, coaching, and education programs to all employees in order to keep it fresh in their minds and will be helpful to employees and the organization since at times the organizations culture can change throughout time. The continuous training, coaching and education will ensure employees are able to keep up with the changes in the culture of our organization (Fottler, 2011).We may also have to revisit and revamp our rewards programs for employees who strengthen the culture of our organization so these employees can also be used as role models to other employees showing them that if they follow the organizations standards and values they will also be rewarded (Glickman, S. , 2008). Our organization would be practicing many unethical practices if we were to just get rid of employees without providing employees the proper tools, training, workshops, coaching and incentives before we fired them since during the hiring process we are to choose employee’s whose values are similar to our organization.In turn employees that we may fire due to their culture not matching up with the organizations may sue us causing us not only financial problems but may affect our reputation negatively (Fottler, 2011). Issues that may arise during the meeting are upper management not wanting to take responsibility for employees not adapting to the culture of the organization. So instead of considering their strategies are not working and revising them they may think that getting rid of the employees are easier than saying that they did ot do all they could to help these employees adapt to our culture. References Glickman, S. (2008). Promoting Quality: The Health-Care Organization From a Management Perspective. from: http://www. medscape. com/viewarticle/568115_3 MyronD. Fottler, R. F. (2011). Achieving Service Excellence: Strategies for Healthcare 2nd Edition. Chicago, IL: Health Administration Press.

P G in China

In 2008, P&G has become a company with the 6th biggest market value, and has a sale of approximately $45 billion. In 1988, P&G entered the market in the Great China Area due to the potential customers and profits hidden behind it. Up to this date, P&G has established 0 joint ventures and proprietorship in major cities like Guanos, Beijing, Tannin, Shanghai, etc. In this dissertation, we will carefully analyze its international operations in the Great China Area and examine the factors that made its success. We will first analyze the reasons why it entered China in the first place by looking into different aspects of China's overall image.Then, we are going to look further into the operational strategy it uses to keep itself functioning. We will also examine the procedure of how it manages its staffing across the sea and hires local employees. Besides, we will talk about TTS marketing strategies in the Great China Area market by looking into the ops (Products, Price, Promotion and Pla ce) of P China and P Hong Kong. Reasons to enter the Great China Area It is reasonable and necessary for international corporations such as P to enter the Great China Area market. Reasons as following: Increase the sale; Decrease the cost; Increase the popularity; Meanwhile, it is also really important to analyze the risks for entering the market.Here is the risk assessment for entering the great China market. The risk assessment based on following six elements: political stability–the stability of politics and overspent, the more stable the better; market chances–the number of customers and the purchase power of customers, the higher the better; economic development and achievement–the growth of economic and the expectation for the future, the higher the better; legal impediment-?the restriction from the law, the less the better; physical impediment–the restriction from resources, the less the better; differences in terms of culture- -to what extent is t he domestic culture different from foreign cultures.The political stability in China: China is a socialist country and always controlled by en regime–the communist party of China. The government has high control in the country and do not need to worry about other regime within the country. Therefore, the political stability in China is good for investing. The market chances in China: China owns the biggest population in the world. The potential market in China is huge, especially when the need for imported goods grows so fast in recent years in China. The economic development and achievement in China: China keep growing fast in recent year and the growth rate keeps rising. In 2007, the GAP growth rate was 1 1. 4, and the GAP as 24. 6619 trillion dollars.In 2008, the GAP rise to 30 trillion dollars. According to the data in terms of GAP and the growth rate, the economic environment in China is appropriate. The legal impediment in China: China's legal system is new in the world after the reform. There are some bugs on laws exist in China and some people or company utilize it, and there are some unreasonable laws exist. However, the Chinese legality system keeps improving and the relative laws to foreign company are always good for investors. In terms of legality system of China, it is good for entering and investing. The physical impediment in China: the land area in China is 960 million square kilometers which ranks 4th in the world.China is also a main energy import and export country in the world, with the north temperate zone having the most. Overall, China owned lots of resources and has potential. The difference in terms of cultures: There are many differences between the eastern culture and the western culture. China is a socialist country and most western countries are capitalist country. The language is also a problem, Chinese is one of the most difficult languages in the world ND the Chinese culture is the oldest culture olives in the world. Now adays Chinese are willing to touch new culture and lean new technologies. The culture difference could be a problem meeting in China.Overall, China as a stable-politics country with high growth rate is a talented market and the risk for entering is acceptable. Operational strategies of P&G China Procter & Gamble (P&G) entered Chinese market in 1988, P&G and Hutchison Hampton LTD. Had a joint venture together and invested Procter & Gamble China LTD. Company with 70% and 30% company share respectively. P&G takes advantages from the joint venture P&G china Ltd. The company has more stable financial resources and larger economies of scale. More importantly, could share risk with its partner initially in an unfamiliar international market. P&G China set its headquarter in Guanos. It cooperated with its first partner for operation—–the Guanos soap factory Ltd.P&G China kept the factory core product, Joshua brand shampoo, and bought out its rest products and stop the producti on. This local partner is very helpful to P&G. Guanos soap factory has its own production factory, mature supply networks, good local brand reputation, some profitable reduces and local distribution and sale networks. Moreover, Guanos soap factory has connection with Guanos government which helps receive supports and benefits from government. From the current point, this is one successful case for international cooperation. P&G China did adequate marketing research for Chinese market. The company firstly chooses some product categories which has lower entry restrictions such as hair care products, skin care products.Meanwhile these product categories are very profitable and have huge growth space with perspective of market development and product development. This is one of the important reasons why China could continue growing in a fast speed after it entered China. In order to save cost, increase profit and better control operation, P&G was looking for more local partners to produ ce its products. So far, P&G owns or controls more than 1 0 subsidiary corporations around China area especially in big cities such as Beijing, shanghai, Changed etc. P&G learnt a lot from its first partner—- Guanos soap factory, the company selects its partners with requirements.That is the partner company should be in small size but could fill gaps in P&G's value chain. In this way, first of all, P could use its size and brand reputation easily control or take the major part in the corporation to keep its operating stability. Then, P could use partners resources for local production, distribution or even social networks and more. Two companies could arrange a co-specialization situation. However, P also had problems from its partners especially in the area of washing powder. For example, the cooperation with Beijing second daily chemical factory. The factory used to have its panda brand washing powder products.After the factory joined P and became P panda washing powder fac tory, the reduce and brand were kept. During the operation, the factory campaniles that P smaller its brand logo image on the product which may affect its brand reputation and consumer reputation. On the other hand, some employees left the factory and set up their own Company to produce similar products as panda brand washing powder product which involves within copyright issues. Similar problems happened when P China cooperate with Changed oil chemical factory. P china should do more research about the culture of Chinese companies. They are very protective about their own brand and reputation.They are afraid of losing control, and lots of facts show that they may use illegal methods to â€Å"protect† their profits. The lessons P learnt from failure cooperation will help them gain experience and better collaborate with Chinese companies. China could not be successful without its efficient and effective distribution and sale strategies. We mentioned, P has many local partners around China and the company used its size and big brands take over the control in the corporation. In this way, P can fully use local partners distribution network resources without influence. P has different progress and use different methods for underside market and urban market.The marketing teams are better specialized and tasks are more specific. The operation will be more efficient and effective for different markets. Work with distribution partners. The company has both whole sale partners and retailer partners. P formulates concrete policy to benefit both types of partners. And the company is currently seeking corporation with big franchisee retailers such as Walter. P has a complete and mature system to manage its distribution network. Logistics Management P has a chosen a reliable third party logistics service provider to be in hare of almost all of its products' distribution-?Bagging Logistics Group.With the special â€Å"door-to -door† service and the principle O f â€Å"Customer comes first†, Bagging has built a big logistics operating network throughout China for P&G, and by having thousands of well-trained workers performing the â€Å"door-to-door† service to consumers, it saves P&G 6 million every year of cost on logistics. Inventory Management Fist of all, having a good sale on its products implies that it has to control every kind of its goods at an acceptable quantity, for example, P&G cannot increase the production of Durable intensively just because it is earning none, because it has a high externally cost to the environment, which government will raise the price of it. If P&G is having too much inventory of Durable batteries while the price of it is increasing at the same time, the sale will see an instant drop, and this gap between production and consumers' will to purchase it would even lead to diminishing of the brand.Therefore, P has to conduct very serious speculation and forecast before it decides how much inven tory it is going to have. Vendor-Managed Inventory is the strategy P prefers to use when it comes to dealing with inventories in Great China Area, a market with tens of thousands of suppliers. The vendors has an agreed inventory of P's products kept in their through the communication with the provider through a information system, EDI (Electronic Data Interchange). In this information system, effective and useful information is exchanged between the producers(I. E. , P&G) and the vendors, so P&G will know when a vendor needs more inventory in his store and can make quick adjustment to it.In this process, a third party logistics providers can also be involved and adjust and demand and supply to ensure the vendors has the squired level of inventory, which greatly reduce the cost of the transferring of the inventory. Human resource management of China Richard Duper, the former CEO of P&G, once said: † If you leave our warehouses, money and our brand here, but take away our men, w e will be nothing; however, if you take away all our warehouses, money and our brand but leave our men, we will rise again. † P&G has entered Chinese market since 1988, more than 25 years. It currently has more than 7000 employees around great China area.Effective human resource management is one of the keys that made P&G China's success. But how exactly does P manage its staffs exactly? Systematic Advantage Localize its team: back in 1 988, P China has more foreign employees than Chinese, but now 98% of P China' employees are local people. Local teams could help better fit into local market and save labor costs. However, P&G still keeps its core positions for foreign employees. For example, the research and develop department, most positions in top management. In this way, P&G ensure it fully control the company and make strategy decisions. Efficient training system: P&G has standard and complete training system for its employees globally.The training helps every local employ ee understand the job itself and the company. Therefore, employee could better understand how could they contribute the company and have better career opportunities. Nice working environment and transparent rewards and punishment system: P&G try to build nice working environment for its employees. The company set standard for employee treatment and try to build friendly and fair company culture to raise its employ satisfaction. Therefore, employees are more motivated and they have higher loyalty for the company. Meanwhile, has a transparent rewards and punishment system in order to keep employees' motivation.Selection system: P has very complete employee selecting system and the company is willing to train inexperienced youths. It has connections with various education institutions around great China area. International Staffing Local hiring P owns more than 50 branches in China, and every branch is open for the first round of employment. P does not need the person to have the match ing experience for the job position that he is applying for, however, basic concept and professional skills is required. After filtering the original applicants, the remaining applicants will be sent to P's headquarter in Guanos for the second round, and also the last round of the interview.In order to make sure that the interview is unbiased and legitimate, at least 3 managers from headquarter in China are required for every interview. Also, given the fact that all the applicants need to spend a considerable amount of money, not matter living near or far from Guanos, all the expenses for every applicant are covered by China. The interview can be broken into four parts: Icebreakers, Questioning, Information Exchange and Final Appraisal. The Questioning stage is when the famous P&G's Eight Questions re asked. The questions are made by Human Resource Department in P's headquarter in US, however, the way they are tested is different in the Great Chain Area.According to our interview in P&G Hong Kong, the facial expression and the logics behind an applicant's answer are what matter the most while in the IIS the completion and structure of the answer are major considerations, as P is trying to make its employees match to standard for even surpass the standard P set for its employees around the world.. In the Great China Area, the hiring of staff also follows the same principle that he company is always trying to emphasize: The quality and moral of the person comes first. Fresh graduates from a first-class university in China, due to their flexibility and competitiveness, are the type of applicants that P China adores the most. The data has shown that 90% of the new employees are university graduates from all over China.Expatriate Once an applicant is officially an employee of P China, a series of complicated and motivating training await for them. Due to the flexibility of college students, it is usually very easy for them to absorb the management mode and thinking model quickly. As a result, spends an average Of $30 million on over 1 00 expatriated staffs every year from US in order to better instill the values of the company into employees' mind. For the expatriated employees, most of them are native American workers at managerial level, they are transferred to China mainly to train the â€Å"new born† employees, give managers at positions suggestions and be in charge of the interviews of applicants. Due to the great staff welfare policy P&G has, managers from U.S are given a big increase on their salary for â€Å"compensation†, as they have to be exposed to a completely different culture ND pay more tax give that they are working in two places. However, because of the increasing caliber and standard of Chinese managers, a lot of them are actually being sent to headquarter in Ohio, U. S for further development. Data has shown that an average of 100 Chinese managers and 10 managers from Hong Kong are sent to U. S every year. Ma rketing strategies of P&G China Products The products of household care category that P&G offered in the Great China Area vary according to different regions. For example, in the mainland market and Hong Kong market, the following items are available as shown: China Hong KongDetergent Ariel, Tide FAA Battery Durable Diaper pampers Pampers Indoor Fragrance Iambi Purr As can be seen from the data given, the types of household care products are quite different be;en China and Hong Kong. After our analysis, the following factors can give rise to this situation. Demographical Difference As a country With a huge population, China generates a great demand for basic household care product, I. E. , detergent. As a result, more kinds of detergent are expected in the Chinese market. Also, with more people from rural areas entering the city nowadays, detergents with a lower price (Tide, Ariel) compared to FAA are more accepted. Beside this, the increasing variety of people in China mainland ind icates a more diverse demand when it comes to daily-use products.Hong Kong, on the other hand, tends to have a much smaller and less diverse population, therefore the need generated for many kinds of detergent is not very intensive. Also, Hong Kong has launched some of its own local brands ( e. G. , FUD(Axe), Lagoon) for batteries and detergent that already established great trust among consumers, making it harder for P&G to have many brands to compete with them. Psychological Difference As said before, with the increasing variety of Chinese population, people are starting to have different demands and options on the kind of detergent they purchase as a result of the different kinds of fabrics and clothing materials they have. The increase of the demand implies that there need to be a more complex system of commodities, especially in detergent.However, when it comes to Hong Kong, as said before, the small population has somehow unified people's need for multiple brands; besides, it is worth-mentioning that as a city that represents the modern culture and financial business activities, Hong Kong folks tend to care more about their personal image appearing to others, and this is mainly why there exists the demand for an indoor fragrance product (Iambi Purr) in Hong Kong. Price Price is an extremely important and most uncertain factor in the market. A setting of a price is to increase a product's sale and generate profits for it. A good pricing strategy combines both the consideration of its own cost and consumers' affordability, and is a reflection of the variable market as well. Being a company known for its reasonable prices, P has unique pricing strategies for its household care products.First of all, having segmented the market, P launched different sizes of detergent and charge them with different price to cater needs for detergent and batteries from different levels. For Tide 360, three kinds of package are being introduced to the market: 2. 9 for egg(an a verage of Y 0. 97 /keg) ; YE. 9 for egg (Y 10. 5 /keg) and 15. 9 for 1. Keg (Y 9. 6 /keg). To capture the market in less developed areas, P has produced an â€Å"economical package† of 34. 8 for 5 keg ( 6. 96 / keg). What is more, due to the wider spread of thriftiness, P uses odd-even pricing more intensively in the Great China Area than it does the North America. In a supermarket, prices like Y 2. 9 , *11. 9 can often be seen when we look at some of the batteries and detergents sells, in order to make consumers consciously think that the price is collaboratively set after a series of considerations, and thus view the items as cheaper and a lot more worth- buying. Also, for products like Pampers, aims to use skimming pricing strategy to maintain its market place. Targeting at groups with higher income, this strategy makes Pampers more expensive than the rest, thus creating the feeling among consumers that Pampers are better than other reduces in terms of quality standards, e ffects and values. It is also worth- mentioning that with this strategy applied to shampoos such as Heads , Swanson, P has made an instant success, gathered larger group of consumers and increased the customers' loyalty by a great deal.Last but not least, P&G sets its price by paying a great deal of attention to the moving direction of its competitors, mostly from Milliner, to say in other words: is constantly adjusting its price according to the movement from Milliner in order to remain competitive in the field. In 2013, due to the economic downturn in the Great China Area, Milliner has been forced to lower its price in order to keep the original consumers they have. The price of a egg package Mom, a leading brand in detergent owned by Milliner, has decreased from YE to Y 33. 4 , half as expensive as it used to be. As a result of this practice, P&G decreases the price of Tide of the same package from 38 to Y 32 , a little bit less than Milliner, just to keep getting hold of the mar ket.As we can see from above, low price strategy is also an important strategy that helps P&G to stay firmly in the business. Note: American Dollar 1 = Y 6. 206; Canadian Dollar $ 1= *5. 780 Promotion As one of the strongest and most competitive commodity company in the world, what sort of promotion techniques should P&G have in order to generate new demand and face the challenges from the variable Chinese market? Increasing the number of its brands. Up to this date, P&G has over 300 brands covering fashion industry, health, household care products, cosmetics, perfume and food, etc. With a large coverage in the market, P&G does a great job in bringing in everyone's attention.Also, Sometimes, the brands in competition with each other are tooth from P, making profit for What is more, due to the trust built in customers in Chinese market, it is very easy for P to sweep out other local brands and develop at a steady pace. Advertisement For large companies aiming for the whole market, ad vertising is without a doubt a very useful â€Å"weapon† for the company's growth In long stand. A good advertisement cannot only bring the company massive profits, but can also build a good brand image for the company as a whole. Large amount Of investment In 2011, P&G spent Y 33. 26 billion in the Great China Area, over six times than what it had spent ten years ago.Besides, it is worth-mentioning that the total expenditure on advertisement in 2011 was *55. 89 billion , indicating that views the Great China Area as a very important market. It is shown that among ten brands with the most advertising expenditure in 2005, half of them are P&G's brands. Appropriate and effective content The common technique it uses is by comparison: the person in the clip will usually show the difference between P and other brands. Tide and Durable are typical examples for this; Also, P will have a professional presenting the daily problems, and then provide the solution by introducing a ewe pr oduct. Oral-B in the health category is an example of this technique.Both techniques successfully capture consumers' needs and make them want P&G's products even more. Good choice of people Having a person everyone loves in the advertisement certainly means more people will start thinking about the products, and P is always wisely choosing the person in the advertisement to make sure it generates a great effect in its potential market. Philanthropy as another advocating method In 2007, donated *7. 5 million to China Education Development Foundation, initiating the â€Å"Quantifications]ahoy† (National Healthy Education Plan); In 2010, spent another million on aiding China Social Welfare Foundation, mainly for letting children from less developed area have a better Children's Day (Novo. 10th); From 2007 to 2009, P&G has donated 4 million three times consecutively to Project Hope in order to help kids who cannot finish school in China; In total, P&G has donated to build 131 ele mentary schools in China from 1 991 to 2008, and it has been planning to build 200 by the end of 2010. Etc. Place On Gag 18th1988, entered China as a join venture with two soap companies and a foreign trade corporation in Guanos. After two months, Head& Shoulders, the first brand P&G has in the Great China Area, was launched, and in only two months, more than 95% Of the population in Guanos has known the brand. After twenty years of development, P&G has now become the biggest commodities company with a sale of almost 18 billion every year in the Great China Area, making China the second largest market throughout P&G's global operation.When P first entered China, China was still going through the stage of reformation and opening up. Gudgeon Province, where Guanos is at, was one of the few regions that darted trading with other countries, which provided a great deal of opportunity for foreign companies like and Milliner. Studies have shown that an estimated value of 26. 2 billion doll ar per year is created solely from foreign direct investment during the period between 1979 and 2007, while in 2007 the FED was even increased to 74. 8 billion dollar. Also, it cannot be denied that the caring policies towards the infrastructures and resource allocation are another major reason why P chose Guanos.With the construction of industrial areas and the introduction of less tax to companies, P saved a great amount of money on the start up cost, and thus was able to develop at a faster and steadier pace. Besides these, Guanos, as a terminal in the Peking- Guanos Railway, Guanos can provide P with a convenient distribution system and provide guarantee to the allocation of P's products throughout coastal areas in China. Summary P&G chooses enter China, an emerging market and place of resources. P&G keeps the growth of its economies of scale, increases revenue and decreases cost.

Battleship Potemkin essays

Battleship Potemkin essays A movie is something that we look for in need of entertainment, so how is it that a movie can have so much impact on reality? In the film Battleship Potemkin this is a true statement. It is a film constructed during the time of Revolutions in Russia. This film presents many things that are symbolic during this time. The officers and the workers, the rotten meat, along with the tarp, to me, are all symbolic things in the film. During this time Russia had yet to make its leap into modern industrialization world. Under Russias feudal system, serfs were bound to the noble whose land they worked. By the 1820 many Russians believed that serfdom must end. In the Russians eyes it was wrong and it was holding Russia back from advancing economically. The Czars didnt want to free the serfs. By freeing them it would anger the landowners whose support the czars needed. Even if the landowners would get mad freeing the serfs did happen under Alexanders reform. Revolution would happen; it was just a matter of time before it did. On of the first symbolic things I noted in the film were the officers and the workers. In Potemkin, the enlisted man is the hero representing the Worker, suffering unjustly from the savage treatment they receive from the Officers, who represent the Ruling Class. They are forced day in and day out to do the same things. The way they have to live sicken the men on the Battleship Potemkin. The straw that broke the camels back was when a shipment of rotten meat, filled with maggots was delivered. This shows how much the officers care about the soldiers. They think that if they feed them anything the soldiers wouldnt care. For a long time the soldiers didnt care. They ate the rotten meat over and over again but this time they wouldnt go for it. This is also how the Ruling class sees the working class, if they treat them like anything the w ...

Best Fall Foliage and Autumn Color Web Cams

Best Fall Foliage and Autumn Color Web Cams Here are some of the very best web video cameras showing fall leaf color in forests throughout North America for this viewing season. These selected sites record the color of fall tree foliage using live web cameras mounted at strategic locations. By viewing these forest web cams, you will see how fall color is spreading and the autumn leaf wave is moving throughout North America. Starting in mid-September, Canada, the Rockies and Maines leaves will turn colors and steadily creep southward in waves of yellow, orange and red - read Catching the Fall Color Wave. The tree leaf display will end with leaf fall in the southern United States in late November. The Weather Channel has an excellent current map of expected fall color conditions.   The Best Views Algonquin Park. Ontario, Canada - The park covers 1.9 million forest acres. Here is a live view and a pan view that gives you a first show of leaf color turn in aspens for North America. Acadia National Park. Maine, USA - View turning leaves on 40,000 acres of Atlantic coast shoreline. Mixed hardwood colors light up the green spruce/fir forest. Glacier National Park. Montana, USA - There are now six outside digital cameras located in Glacier National Park. You can curser over each link to see an updated quick shot. The Nations Capitol. Washington D.C., USA - This web cam view is from the Netherlands Carillon looking east toward the Lincoln Memorial, the Washington Monument and the Capitol Building. Brasstown Bald. Georgia, USA - Web cam view from Georgias highest point near Blairsville. You need the latest free Java install for this live video. Mammoth Cave National Park. Kentucky, USA - View of Green River Valley looking north-northwest. The visual range is approximately 15 miles and overlooks a massive upland hardwood forest. Fall Foliage Cams. The Entire USA - Another destination site for fall leaf viewing in North America.

Curriculum Development Assignment Essay Example | Topics and Well Written Essays - 7000 words

Curriculum Development Assignment - Essay Example Prior studies have acknowledged that GCSE students have a limited knowledge of science (i.e., concerning medicine and drugs) with no positive reception of the responsibility played by scientists ideas in guiding inquiry. Therefore, this study tests the argument that the GCSE students can make significant progress in developing a more refined, constructivist epistemology of science, if given a Kagan structure was used in school science curriculum (Kagan, 2004,p.1606). In this essay I chose to objectively discuss the Kagan structure on cooperative learning versus independent learning. In this case, the two class units taught will be medicine and drugs using the two methods to determine which one is more effective (Kagan, 2008,p.5). This will help to provide information concerning how GCSE students can further progress in methods of teaching. On the same note, the essay will helps one to identify aims of what is to be discovered and achieved. Also there will be a reflective account and discussions of findings and data analysis based on engagement, attitude and motivation. The rationale behind this Kagan structure is that those teachers who try it find it easy to make their students understand learning procedures and it also make it easier for teachers teach. Teachers confess that the structures have made more difference that any other innovation in teaching methods. Students on the other hand say that they are a fun to use while administrators report that it has led to positive outcomes to their schools and districts. In fact, the structures foster wide range of skills and virtues allowing learners to function successfully and with dignity in all in all of their life situations. This has helped in developing the whole student by inculcating thinking skills, social character and societal skills into the learners. In this regard, mission is to prepare students with the relationship