Sexual Offence Act Abusing a position of trust - Free Essay Example

Sample details Pages: 3 Words: 952 Downloads: 10 Date added: 2017/06/26 Category Law Essay Tags: Sexual Harassment Essay Did you like this example? Objective The issues of importance here are the fact that Andrew was intending to have sex with Belinda a 17 year old girl. It is possible, as Belinda’s Tennis Coach that Andrew is in a position of trust and therefore may be guilty of an offence under the Sexual Offences Act 2003. The Sexual Offences Act makes it an offence to abuse a position of trust by intending/inciting to have sexual relations with a person aged between16-18. Report Under Section 17 of the Sexual Offence Act 2003 it is an offence to:- A person aged 18 or over (A) commits an offence if he intentionally causes or incites another person (B) to engage in an activity, the activity is sexual, A is in a position of trust in relation to B where subsection (2) applies, A knows or could reasonably be expected to know of the circumstances by virtue of which he is in a position of trust in relation to B, and either B is under 18 and A does not reasonably believe that B is 18 or over, or B is under 13. This subsection applies where A- is in a position of trust in relation to B by virtue of circumstances within section 21(2), (3), (4) or (5), and is not in such a position of trust by virtue of other circumstances. (5) A person guilty of an offence under this section is liable- Don’t waste time! Our writers will create an original "Sexual Offence Act: Abusing a position of trust" essay for you Create order on summary conviction, to imprisonment for a term not exceeding 6 months or a fine not exceeding the statutory maximum or both; on conviction on indictment, to imprisonment for a term not exceeding 5 years The categories of position of trust are defined in Section 21 of the Sexual Offence Act 2003: (7) This subsection applies if A is engaged in the provision of services under, or pursuant to anything done under- sections 8 to 10 of the Employment and Training Act 1973 (c. 50), or section 114 of the Learning and Skills Act 2000 (c. 21), Positions of trust are defined in Section 22 of the Sexual Offence Act 2003 A person receives education at an educational institution if- he is registered or otherwise enrolled as a pupil or student at the institution, or he receives education at the institution under arrangements with another educational institution at which he is so registered or otherwise enrolled In relation to sports coaching specifically there has been a consultation paper. During the debates in the House of Lords, it was suggested that sports coaches be brought into the offence. However, the government took the view that this would not be an appropriate course of action and, again, only public sector circumstances are included[1]. The government believes adults in the public sector play a particularly powerful role in relation to the care and control of the child, and can influence that childs future. But the government does not believe a coach has a special influence over his trainee, and that in particular coaches relationships with 16- or 17-year-olds were unlikely to amount to being in loco parentis since young people are free to enter or leave the relationship and seek the help and advice of other adults[2]. Review of The Research There now exists a situation in which it is illegal for a school teacher to have a sexual relationship with any of his or her pupils aged under 18. However, it is not illegal, nor considered inappropriate, for that same teacher to have a sexual relationship with any 16- and 17-year-olds he or she coaches, provided they are not pupils of his or her school[3]. A relationship of trust is defined in the governments 1999 guidance paper, Caring for Young People and the Vulnerable?, It is defined as one in which one party is in a position of power or influence over the other by the nature of their activity, and the other party is particularly vulnerable. This vulnerability could therefore occur through age or in circumstances where the individual in the position of trust has the power to confer advancement or failure of a particular kind. Whether relationships between coaches and their trainees are brought into the scope of the offence of abuse of trust, or the situation is remedied for some organisations by the introduction of the UKCC, a licensed coach who uses his or her position of trust to manipulate a yo ung athlete into a sexual relationship must face the prospect of losing his or her licence to coach. The guidance states that because of the imbalance of power in such a relationship, allowing [it] to develop in a way that might lead to a sexual relationship is wrong. A sexual relationship itself will be intrinsically unequal in a relationship of trust and is therefore unacceptable. It is also inappropriate since the professional relationship of trust would be altered Advice The consultation process in relation to the implementation of the Sexual Offences Act 2003 is now closed and this is being considered. Therefore it is not an offence at the moment per se for a sports coach to â€Å"incite† sexual relations with a person between the ages of 16-18 if coaching them for sport. However it may be that this falls into the category of education and as an abuse of a position of trust and Andrew could be guilty of this offence, by purchasing the condoms and intending to have sex with Belinda. If he is guilty of an offence he will on summary conviction, be sent to prison for a term not exceeding 6 months or a fine not exceeding the statutory maximum or both or on conviction on indictment, to imprisonment for a term not exceeding 5 years. Time Taken:3 1/4 hours 1 Footnotes [1] Hansard, 2 June 2003, cols 1149-1153 [2] Consultation on the Scope and Implementation of the Sexual Offences Act 2003 in Relation to Sports Coaches, p 5 [3] www.culture.gov.uk/sport/coaching.htm

Astronomy Essay - 1029 Words

One thing us as humans have never been able to fully understand is astronomy. Always having an unexplained mystery, astronomy also has served as a way to keep time and predict the future. The word â€Å"astronomy† is defined as the study of heavenly bodies, meaning anything in the sky such as stars, galaxies, comets, planets, nebulae, and so on. Many people, if not everyone, is amazed by the night sky on a clear, moonless night. nbsp;nbsp;nbsp;nbsp;nbsp; Astronomy dates back to ancient times when peoples such as the Babylonians, Egyptians, and Chinese kept written records of astronomical events and occurrences. Today’s seven day week originates from the Babylonians’ seven important bodies in the night sky: the Sun, Moon, Mars, Mercury,†¦show more content†¦nbsp;nbsp;nbsp;nbsp;nbsp; A wide array of instruments is used to observe heavenly bodies today. These instruments include optical telescopes which are used to magnify objects that emit visible light. Some celestial bodies are very difficult or impossible to see with optical telescopes. To see these, we use radio, X-ray, ultraviolet, or infrared instruments. An advantage of radio astronomy is the fact that radio waves aren’t stopped by the sun or clouds, therefore the stars can be observed at any time. nbsp;nbsp;nbsp;nbsp;nbsp; Our own solar system today is thought to have formed from a large, single cloud of dust and gas. The center of the cloud became dense enough and created enough energy from contraction to spark a nuclear reaction, forming the Sun. The remaining dust and ice in the cloud formed into the nine planets we know of today. Other objects within the solar system include comets, asteroids, meteorites, interplanetary dust and plasma. nbsp;nbsp;nbsp;nbsp;nbsp; Any star that we can see belongs to our own galaxy, the Milky Way. Stars do not exist outside of galaxies in empty space, rather in galaxies which are groups of billions of stars orbiting the center of the galaxy (Fradin 140). Every star has a color ranging from red to blue-white. These colors tell us many things about each star. Also, a star’sShow MoreRelatedThe Physics Of Astronomy And Astronomy1193 Words   |  5 PagesAstronomy has always been a mind blowing factor of our existence. However, it s not just humans doing all the work, it also the instruments. One of the instruments would be telescopes. There are many different telescopes used in astronomy, most of which are massive, and have special qualities. Although they all have great features and are well working instruments, they need innovations sometimes. Over the years they have discovered mind boggling objects, and they are still looking. Telescopes haveRead MoreConcept of Nebulae for Astronomy2122 Words   |  9 PagesThe concept of Nebulae has existed within astronomy for many hundred’s of years, dating back to early Greek and Chinese civilizations. Although the Greeks and Chinese did not have a clear idea of what they were observing, it is said that they could view these â€Å"clouds† in the sky. As time went by the concept of nebulae from the time of early Greek’s and Chinese up to recent days has changed considerably many times, following up an emergence of theories and inventions. Nonetheless, we can see a kindRead MoreMath s Relationship With Astronomy1225 Words   |  5 PagesMath s relationship with astronomy is one of the most unappreciated sciences to this day. Math has not only allowed us to begin to answer some of life s greatest questions that were only discussed in religion and story, but it has enabled us to see further than we have ever seen into the vast universe we exist in through astronomy. 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NASAs Chandra X-rayRead MoreThe Development Of Astronomy During The Scientific Revolution1888 Words   |  8 Pages The Development in Astronomy During the Scientific Revolution Daniel Huffman World History and Geography II Mr. Struck December 8, 2016   Ã‚  Ã‚   Astronomy, the field pertaining to the study of space and the objects that exist within it, is a constantly developing science. Beginning in ancient times, humans would rely on astronomy to observe the positions of the moon and stars in order to measure time and direction (Astronomy, sec. 1). Up until the mid-16th century, the widespread beliefRead MoreCareer And College Research Paper Essay1484 Words   |  6 PagesCareer and College Research Paper I decided to go with a career in astronomy. An astronomer is a scientist who tries to understand the wonders of the Universe as well the wonders beyond our universe. Astronomers also study the stars, planets, and other galaxies (â€Å"Careers in Astronomy | IAU†). I chose a career in astronomy because I have always been fascinated by space and how the universe works. It is extremely important to understand education or training requirements, skills or talents neededRead Moreastronomy paper862 Words   |  4 Pagesï » ¿University of Phoenix Material Basics of Astronomy Worksheet Complete the table based on the readings for this week: Ch. 1–4 of The Essential Cosmic Perspective. Term or concept Definition and explanation The Universe 1. What is Earth’s Sun, and what is its role in the solar system? 2. What is the Milky Way galaxy and the sun’s position in it? 3. What is the Big Bang, and what does it say about the age of the universe? 4. What is meant by the phase â€Å"looking out in the universe

Nike Ppt Free Essays

â€Å"Greeks say when we go to battle and win,we say it is NIKE† INTRODUCTION TO NIKE †¢ Est. in 1960 in Oregon †¢ Phil knight and Bowerman- founder †¢ Started small and now has covered U. S and international markets †¢ Nike is now one of the biggest mfd. We will write a custom essay sample on Nike Ppt or any similar topic only for you Order Now Of the world BACKGROUND †¢ Most of the factories are located in Asia including Indonesia,China,Taiwan,India Thailand,Veitnam,Pakistan ,Philippines and Malaysia †¢ Nike outsourcing contracts around 500 factories in 45 countries. Nike currently controls more than 45% of the US sportswear market. Background cont. †¢ The company initially operated as a distributor for Japanese shoe maker Onitsuka Tiger, making most sales at track meets out of Knight’s automobile. †¢ The company’s profits grew quickly, and in 1966, BRS opened its first retail store, located on Pico Boulevard in Santa Monica, California. By 1971, the relationship between BRS and Onitsuka Tiger was nearing an end. ANALYSIS OF CASE STUDY †¢ Child labour †¢ Not satisfying customer needs †¢ Ignorance of mkt. trends Accusations In 1996-1997, Nike was accused of labor violations and human rights abuses in foreign countries (mainly Asian). Contrary Evidences †¢ Thousands of mostly young, female workers in Southeast Asia (Indonesia, Vietnam, China) were being exposed to reproductive toxins and suspected carcinogens. †¢ Some workers were not earning a â€Å"living wage† even though they work oftentimes 12 to 14 hours per day. †¢ Nike workers in Southeast Asia have suffered corporal punishment and corporal abuse. †¢ Nike young female workers have suffered sexual harassment. Nike workers in Southeast Asia have been forced to work overtime in violation of applicable laws. Core issue of Nike NIKE PRATICES CHILD LABOUR †¢ Children are not only the easiest to intimidate, they’re also the cheapest workers. Twelve-year-old Tariq, one of thousands employed in Pakistan’s soccer ball industry, which produces five million balls a year for the U. S. market, stitches leather piec es in Mahotra. He earns 60 cents a ball, and it takes most of a day to make one (Schanberg, 1996: 38). Silgi is only three. Her hands are so tiny she can’t handle a scissors. But she started stitching soccer balls recently to help her mother and four sisters. Together they earn 75 cents a day working in their shanty home in Jullundur, India (Sidebar to Life Magazine Story, p 41 NOTE: There is a photo (Source) of a young girl dressed in town and soiled clothing next to the soccer ball clutching a needle and thread. The needle is longer than her fingers. †¢ CONSEQUENCES Nike executives have been targets at public place †¢ Students have pressed administrators and athletic directors to ban products that have been made under â€Å"sweatshop† conditions †¢ In 2002 an individual sued Nike, alleging that the company knowingly made false and misleading statements in its denial of direct participation in abusive labor conditions abroad. REMEDIES †¢ Nike defended, through corporate news releases, full-page ads in major newspapers, and letters to editors †¢ Nike gave $1. million to the Washington D. C. based Fair Labor Association (FLA) †¢ In 2003, company employed 86 compliance officer †¢ But stigma of past practices remains emblazoned on its image and brand name. Nike’s Responses †¢ Nike responded with†¦ – Press releases – Letters to the newspaper – Personal letters to university presidents and athletic directors – Campus Visits – Independent audit of factories – Speak at conferences COMPILED BY AKRITI JHA DEEPTI SINGH TRIPTI SINGH How to cite Nike Ppt, Papers

Caribbeans Final Court of Appeal free essay sample

The objective of the CCJ was to provide for the Caribbean community an accessible, fair, efficient, innovative and impartial justice system built on jurisprudence reflective of our history, values and traditions while maintaining an inspirational, independent institution worthy of emulation by the courts of the region and the trust and confidence of its people. However, like any other objective, there are both advantages and disadvantages that accompanies it. After careful analysis on this matter, there are a number of advantages that can be explored. These include: the legal and social landscape of the Caribbean, our independence, the comparatively cheaper expense of the CCJ as oppose to the Privy Council and leaving a legacy for our future generation. Having an established CCJ is seen as a better alternative to the Privy Council because the judicial personnel of the CCJ would be more aware of the legal and social landscape of the Caribbean and would be in a better position to rule more effectively on legal matters. It is believed that judges who are present in the final courts that play a role in the decision making of the case, should be knowledgeable of that country’s rules and regulations, and should also be knowledgeable of what is happening in the country and rule with such things in mind. Do you think that the Lords of the Privy Council would actually know the present situation of your country better? No! They would just base their decisions excluding the constitution precepts of the nation in question. Lord Griffin was quoted as saying: â€Å"The local courts with their knowledge of local conditions are far better equipped to embark on the analysis of the fact and the evaluation of the needs of the parties and are essential to arriving at a fair decision. † Based on those comments, one can clearly conclude that even the judges of the Privy Council concur because they understand that they are not well quipped to make certain judgments in the manner as the local courts. Additionally, a statement was made by Lord Bingham in which he admitted that the local courts would be better off in dealing with these matters, and he stated: Surratt v A. G of Trinidad and Tobago â€Å"To the extent that the answer to the present problem is doubtful, weight should be given to the judgment of Trinidad and Tobago courts. A judge sitting in a local constitutional environment, in which he has grown up and with which he is familiar, is likely to have a surer sense of what falls within the purview of the constitution and what falls beyond, than a court sitting many miles away†¦Ã¢â‚¬  Furthermore, Francis Jacobs Privy Counselor and former Advocate General of the European Court of Justice had this to say: â€Å"A supreme court of high calibre has been established in the Caribbean which would be able to†¦develop a modern Caribbean jurisprudence in an international context†¦ All possible steps should be taken to encourage the Caribbean to accept the jurisdiction of their own supreme court†¦Ã¢â‚¬  Independence as quoted from the Webster’s Encyclopedia English Dictionary, is defined as: â€Å"the state or quality of being free from influence, control, or determination of another or others. The main purpose of the CCJ in the Caribbean is for us, as Caribbean people, to have our own court so we cannot be dependant on others. Many Caribbean islands are no longer British colonies, but it is strange that they still feel comfortable being dependant on an institution of the same colony from which they became independent, to administer final steps of justice. That is a slap in the face to our ‘independence’! According to Douglas Mendes: â€Å"You cannot†¦call yourselves independent if you go to a foreign court as your final court of appeal. † Similarly, Dr. Francis Alexis, Attorney General Of Grenada, stated that the CCJ: â€Å"†¦would promote our sense of self confidence and would be a complement to the political independence for which we have fought. The whole aspect of the CCJ was to give Caribbean people a voice and a chance to embrace their independence, but how can this be accomplished if we keep giving it to the Privy Council? Let us draw our attention to the financial aspect of this matter. If the CCJ is to be put to use, it would be funded by its own Caribbean people. We would not have to depend on the funds of other nations that may later withdraw and enforce bias decision making in our court. Furthermore, just imagine having to pay an enormous amount of money just to travel to the UK for settlement to a case. What is the sense when the case could have been settled in the CCJ? The whole point of the matter is that trying a case in the CCJ would never amount to the price of the Privy Council. Moreover, the CCJ will give us a sense of well being. It is seen as a pathway for our future generation. It would also be a necessary institution for our upcoming potential lawyers because it would provide recognition and success. Additionally, we are living in an era where youths are no longer comfortable swallowing the status quo, and they constantly question the actions of these high positions. Consequently, it is critical that in this juncture of our development as a Caribbean people, we establish practicable institutions that would provide opportunities for the future generation. On the other hand, although there are a number of advantages in making the CCJ a final appellant court for Caribbean nations, there are also equal disadvantages. The stance on this matter includes: the cost involved in the establishing and operating another bureaucracy, the bias in the CCJ courts, the political interference as well as the unjust rulings. It is postulated that the long term financing of the CCJ may be very problematic. In a region that is still regarded as ‘developing’ and where problems of devaluation, and the everyday struggle of recession, that is presently slapping us in the face, the question of financing a court at this magnitude is not feasible. Furthermore, it is in the minds of people, that with the present political atmosphere in our region, the replacement of the Privy Council by the CCJ is only a recipe for destruction. They fear that if the CCJ stands as the final court of appeal in this region, that there may and will be political interference in our courts. It is of the belief that it will not be easy for the judges, being as human as they are, to ignore their political stance when reaching the final verdict in a case. This may result not only to a bad or an unjust ruling but chaos may also arise in the region. There is also an atmosphere of bias where the CCJ is concerned. As humans, we are entitled to our own beliefs. Arguments have arose that if the CCJ was to be the Caribbean’s final court of appeal, that it is a must, that not only bias but prejudice may reign in our courts. This may arise from different Caribbean countries feeling that they are better than some or it may arise from the revenge that countries may want to distribute on other neighboring islands for some reason or the other. Whereas if the Privy Council was the final court of appeal instead of the CCJ, the Lords in the Privy Council will be free from all bias whatsoever, reason being that they only arrive at a verdict with the evidence they were shown. In closing we see the advantages in having the CCJ as a final appellant court as oppose to the Privy Council with reference to the legal and social landscape of the Caribbean, our independence, the comparatively cheaper expense of the CCJ as oppose to the Privy Council and leaving a legacy for our future generation. On the other hand, some may argue that it is seen as a disadvantage because of the cost involved in the establishing and operating another bureaucracy, the bias in the CCJ courts, the political interference as well as the unjust rulings. Shaqueilla Samuel

History the Creation of Israel an Example of the Topic History Essays by

History: the Creation of Israel For thousands of years, the small nation of Israel has been the site of countless wars between people who claim, for many different reasons, the land as their own. The struggle persists up to this day, and blood continues to spill over what the world considers its Holy Land. The reasons for generations of bloodshed over the nation of Israel includes Israels Biblical past, the diaspora, the homecoming of Jews to Israel, the Holy Wars triggered by the creation of the Israeli state, and the state of Israel in todays Arabic world. Need essay sample on "History: the Creation of Israel" topic? We will write a custom essay sample specifically for you Proceed When evaluating Israels history, it is important to study the account of Israel given in the Bible. This Holy text recounts Israels deepest history, her peoples period of slavery in Egypt, her beginnings as separate tribes in the Promised Land, and the uniting of these tribes under a monarchy. (Wood, 3) Fortunately, Biblical accounts of Israel are supported by archaeological data, which makes the information in the Bible historically valid and reliable. Israel is considered the Chosen Land for the Chosen People. In the Bible, the land that is Israel was promised by God as reward for Abrahams faithfulness and obedience to His word. Abraham is considered the Father of the. Jewish Nation, and his descendants were the direct beneficiary of Gods covenant with him. However, according to the Bible, the journey to the Promised Land would not be easy; it was wrought with much pain and sacrifice. For generations, the descendants of Abraham were slaves to the Egyptians. Still, they held fast to Gods word, and when they were finally freed from slavery by Moses, the people of Israel began their exodus from Egypt into Canaan, the land that God had chosen for them. After a generation of wandering, the Jews finally arrived at Canaan. There, they settled as separate tribes, but were eventually unified under one king. Israels first king was Saul, but the greatest king was David. After a succession of kings, the children of Israel were banished by God because of their sins. Muslims came to invade the land, claiming it as their own spiritual center. Thus, the Jewish nation lost their Promised Land once again. After losing their homeland, Jews scattered all over the world. This dispersion was called the Diaspora, and has deeper meanings than mere physical separation or migration to other countries. The Diaspora is meant to remind the Jews that they are meant to be together in Israel as God intended and promised. Thus the desire to return to their spiritual land abided even after thousands of years of Diaspora. This longing to return to Israel was made more acute by the persecution of Jews in almost every place they sought refuge. While there were isolated pockets of stability, the attempt to settle elsewhere was generally a failure, and the Jews took this as a sign that it was time to return home. A hundred years after the Christian Crusades, Jews began to return to Israel in small numbers. Israel then was under Muslim rule, as it had stood when the Crusades failed to retake the land for the Pope. During this time Israel was called Palestine to make the distinction from Jewish Israel. For hundreds of years, Jews made their way back to the Promised Land, strengthened only by their faith in God that He would soon restore them to their land. Over the passage of many generations, the number of Jews returning to Israel continued to grow. Finally by the end of the nineteenth century, the population of Jews in Palestine was large enough to exert some pressure over the government then in power. Bernard Lewis writes that In the last quarter of the nineteenth centurya number of young Jews arrived in Palestine from Eastern Europe, [inspired by] Zionism. (Lewis, 16) In 1897, the First Zionist Congress was convened. This Congress formally declared the intention to establish a Jewish state within Palestine that would be recognized by the international community. This move was supported by Britain and the United States, who declared their approval of the creation of an independent Jewish state. The British called the project to bring Jews back to their Holy Land National Home for the Jews. (Lewis, 17) However, the declaration did not lead to the strengthening in power or in numbers in Israel, as the influx of Jews slowed down in the early twentieth century. A resurgence of Jewish repatriation occurred in the 1940s after millions of Jews were killed during the Holocaust. The unspeakable horror wrought upon the Jews by Nazi Germany solidified their resolve to build their own country and galvanized support from the international community. After World War II, the United Nations declared that Palestine be split in two, with one half for Arab or Muslim settlers, and one for the Jews. As expected, the Arab world raised their objections against the division. Violence erupted immediately after this announcement and continued unabated until David Ben-Gurion, in accordance with the UN Partition Plan, declared independence for the Jewish nation and the creation of the State of Israel in May 14, 1948. Right after the creation of the Israeli state, neighboring Arab countries surrounded Israel and attacked from all sides. Lewis tells that the struggle for Palestine was now an Israel-Arab war. (Lewis, 32) This sentiment has flavored all subsequent struggles with and by Israel within the Arab world, and although not many issues unite many Arab nations, a mutual distaste for Israel pervades. With sheer resolve to defend their homeland, the fledgling nation of Israel with an inexperienced army was able to repel the invading forces. In fact, the Israeli army went so far as advancing their forces, and occupying territories outside their mandated boundaries; this included most of the land allocated for the Arabs under the Partition Plan, and half of Jerusalem, which was supposed to be a UN-controlled city. A ceasefire was successfully negotiated with current occupation defining the new boundaries of Israel. As a result of the Arab invasion, Israel now straddles a land much bigger than what was given to them in the UN Partition Plan. Hundreds of thousands of refugees from both fronts resulted from this war of Israeli independence. The Jewish refugees who had been expelled from Arab lands continued to flock to Israel, while Arab refugees displaced by the Israeli territorial expansion continued to settle along the border in UN-sanctioned refugee camps. To the present day, Jews and Arabs trapped in the dangerous conflict zones pray for safe passage when travel is necessary. Arabs and Jews stare at each other across the border in an uneasy truce. Lasting peace seems to be an elusive dream as extremists from both sides threaten war at any time. The struggle for control over the land of Israel has created a deep and far-reaching conflict that affects the entire world. Arab terrorists have in the past attacked the United States and Britain for their staunch support of Israel and other measures of retaliation have been both bloody and painful. The question of the legitimacy of the state of Israel as well as the relations between Israel and the remainder of the Arab world affect not only Arab politics, however, but those of the world. A conflict that has lasted for more generations than an Israeli can remember threatens to boil long into the future. From Biblical times to the twenty-first century, Israel remains favored as Holy Land by different faiths, and stands as an enigmatic statue to the perseverance of faith. References Lewis, Bernard. The Middle East: A Brief History of the Last 2,000 Years. New York: Scribner, 1996. 16-17. Wood, James. A Survey of Israel's History. Zondervan. 1986. 3. For thousands of years, the small nation of Israel has been the site of countless wars between people who claim, for many different reasons, the land as their own. The struggle persists up to this day, and blood continues to spill over what the world considers its Holy Land. The reasons for generations of bloodshed over the nation of Israel includes Israels Biblical past, the diaspora, the homecoming of Jews to Israel, the Holy Wars triggered by the creation of the Israeli state, and the state of Israel in todays Arabic world. When evaluating Israels history, it is important to study the account of Israel given in the Bible. This Holy text recounts Israels deepest history, her peoples period of slavery in Egypt, her beginnings as separate tribes in the Promised Land, and the uniting of these tribes under a monarchy. (Wood, 3) Fortunately, Biblical accounts of Israel are supported by archaeological data, which makes the information in the Bible historically valid and reliable. Israel is considered the Chosen Land for the Chosen People. In the Bible, the land that is Israel was promised by God as reward for Abrahams faithfulness and obedience to His word. Abraham is considered the Father of the Jewish Nation, and his descendants were the direct beneficiary of Gods covenant with him. However, according to the Bible, the journey to the Promised Land would not be easy; it was wrought with much pain and sacrifice. For generations, the descendants of Abraham were slaves to the Egyptians. Still, they held fast to Gods word, and when they were finally freed from slavery by Moses, the people of Israel began their exodus from Egypt into Canaan, the land that God had chosen for them. After a generation of wandering, the Jews finally arrived at Canaan. There, they settled as separate tribes, but were eventually unified under one king. Israels first king was Saul, but the greatest king was David. After a succession of kings, the children of Israel were banished by God because of their sins. Muslims came to invade the land, claiming it as their own spiritual center. Thus, the Jewish nation lost their Promised Land once again. After losing their homeland, Jews scattered all over the world. This dispersion was called the Diaspora, and has deeper meanings than mere physical separation or migration to other countries. The Diaspora is meant to remind the Jews that they are meant to be together in Israel as God intended and promised. Thus the desire to return to their spiritual land abided even after thousands of years of Diaspora. This longing to return to Israel was made more acute by the persecution of Jews in almost every place they sought refuge. While there were isolated pockets of stability, the attempt to settle elsewhere was generally a failure, and the Jews took this as a sign that it was time to return home. A hundred years after the Christian Crusades, Jews began to return to Israel in small numbers. Israel then was under Muslim rule, as it had stood when the Crusades failed to retake the land for the Pope. During this time Israel was called Palestine to make the distinction from Jewish Israel. For hundreds of years, Jews made their way back to the Promised Land, strengthened only by their faith in God that He would soon restore them to their land. Over the passage of many generations, the number of Jews returning to Israel continued to grow. Finally by the end of the nineteenth century, the population of Jews in Palestine was large enough to exert some pressure over the government then in power. Bernard Lewis writes that In the last quarter of the nineteenth centurya number of young Jews arrived in Palestine from Eastern Europe, [inspired by] Zionism. (Lewis, 16) In 1897, the First Zionist Congress was convened. This Congress formally declared the intention to establish a Jewish state within Palestine that would be recognized by the international community. This move was supported by Britain and the United States, who declared their approval of the creation of an independent Jewish state. The British called the project to bring Jews back to their Holy Land National Home for the Jews. (Lewis, 17) However, the declaration did not lead to the strengthening in power or in numbers in Israel, as the influx of Jews slowed down in the early twentieth century. A resurgence of Jewish repatriation occurred in the 1940s after millions of Jews were killed during the Holocaust. The unspeakable horror wrought upon the Jews by Nazi Germany solidified their resolve to build their own country and galvanized support from the international community. After World War II, the United Nations declared that Palestine be split in two, with one half for Arab or Muslim settlers, and one for the Jews. As expected, the Arab world raised their objections against the division. Violence erupted immediately after this announcement and continued unabated until David Ben-Gurion, in accordance with the UN Partition Plan, declared independence for the Jewish nation and the creation of the State of Israel in May 14, 1948. Right after the creation of the Israeli state, neighboring Arab countries surrounded Israel and attacked from all sides. Lewis tells that the struggle for Palestine was now an Israel-Arab war. (Lewis, 32) This sentiment has flavored all subsequent struggles with and by Israel within the Arab world, and although not many issues unite many Arab nations, a mutual distaste for Israel pervades. With sheer resolve to defend their homeland, the fledgling nation of Israel with an inexperienced army was able to repel the invading forces. In fact, the Israeli army went so far as advancing their forces, and occupying territories outside their mandated boundaries; this included most of the land allocated for the Arabs under the Partition Plan, and half of Jerusalem, which was supposed to be a UN-controlled city. A ceasefire was successfully negotiated with current occupation defining the new boundaries of Israel. As a result of the Arab invasion, Israel now straddles a land much bigger than what was given to them in the UN Partition Plan. Hundreds of thousands of refugees from both fronts resulted from this war of Israeli independence. The Jewish refugees who had been expelled from Arab lands continued to flock to Israel, while Arab refugees displaced by the Israeli territorial expansion continued to settle along the border in UN-sanctioned refugee camps. To the present day, Jews and Arabs trapped in the dangerous conflict zones pray for safe passage when travel is necessary. Arabs and Jews stare at each other across the border in an uneasy truce. Lasting peace seems to be an elusive dream as extremists from both sides threaten war at any time. The struggle for control over the land of Israel has created a deep and far-reaching conflict that affects the entire world. Arab terrorists have in the past attacked the United States and Britain for their staunch support of Israel and other measures of retaliation have been both bloody and painful. The question of the legitimacy of the state of Israel as well as the relations between Israel and the remainder of the Arab world affect not only Arab politics, however, but those of the world. A conflict that has lasted for more generations than an Israeli can remember threatens to boil long into the future. From Biblical times to the twenty-first century, Israel remains favored as Holy Land by different faiths, and stands as an enigmatic statue to the perseverance of faith. References Lewis, Bernard. The Middle East: A Brief History of the Last 2,000 Years. New York: Scribner, 1996. 16-17. Wood, James. A Survey of Israel's History. Zondervan. 1986. 3.

Human Resource Marketing Strategies Maersk

Human Resource Marketing Strategies Maersk Executive Summary The report highlights the market entry strategy for Maersk into the Kenyan logistics market. The report highlights six main strategies that the company should use in terms of human resource management.Advertising We will write a custom coursework sample on Human Resource Marketing Strategies: Maersk specifically for you for only $16.05 $11/page Learn More The report is developed against the backdrop of the effect on a human resource strategy on the overall business strategy. To this end, the report ensures that a holistic discussion on the business relevance of the strategies outlined. Recruitment and selection coupled with training and development form the first tier of the human resource strategies. The second tier involves reward management and employee performance which are outlined to illustrate the role of the employee an organisation. Performance management is also outlined. The same provides a link between the roles of the employees and the company objectives. Introduction Logistics in East and Central Africa The growth of international trade gas resulted in a subsequent growth of the logistics industry. Kampfe (2007) argues that the industry’s performance in Africa, over the past five years has been splendid. To this end, multinational companies have been setting up shop in the continent with the sole intention of maximising on the growth of the sector. Over the past five years, the logistics market in African has witnessed growth due to a number of economic variables. However with the growth of the market comes a need to invest in human resources. The report highlights how Maersk is penetrating the East and Central African market. In the past five years, the East African logistics industry has grown. Investor confidence in the sector is on an increase. Kampfe (2007) argues that multi-national companies have increasingly been setting up shop in the region. Africa finds itself in a strategic position fo r investment due to the affordability of doing business. In Most European countries, the recession resulted in companies diversifying their business. Going forward the logistics industry will continue to expand due to globalisation. Mandy, Noe and Gowan (2005) argue that globalisation enhances international trade. To this end, the future of the logistics industry market in Africa is great.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The logistics industry is also characterised by a number of challenges. Technological advancements, for example, have made companies reconsider certain decisions related to human resource management. Prasad and Kanalanabhan (2010, p. 318) suggest that human resource strategies need to be informed by the changes in an industry. The report will outline a suitable human resource strategy for Maersk and its entry into the Kenyan Market. Report Str ucture The report has 7 different sections. The general discussion in the report will be how Maersk can rely on relevant human resource policies for a suitable strategy for their Kenyan subsidiary. The first section is the introduction where an overview of the report is outlined, detailing the structure and key theoretical principles that will be applied. According to Kamoche (2002, p. 993) a suitable human resource strategy is informed by relevant theories in the field. The second section outlines the recruitment and selection process. The same is informed by the fact that a multi-national company requires the necessary manpower to carry out their core business (Kamoche 2002, p, 993). The third section outlines the training and development. Training and development is important in ensuring the employees of a company are up to par with the industry requirements. Thereafter the report outlines, reward management, performance management and employee involvement. The final section is a conclusion wherein recommendations are made regarding the industry. International Business Environment in Kenya Overview The implementation of suitable human resource strategy is informed by a number of variables. Prasad and Kamalanabhan (2010) argue that human resource strategies rely on the business climate in a particular country. To this end, this section of the paper outlines Maersk’s company profile.Advertising We will write a custom coursework sample on Human Resource Marketing Strategies: Maersk specifically for you for only $16.05 $11/page Learn More Prasad and Kamalanabhan (2010) argue that the analysis of a company’s profile is based on its aims, goals and international intentions. The same enables a suitable human resource management strategy to be adopted. Such a strategy is usually in line with the overall business strategy. Company Profile for Maersk Group The Maersk Group is an incorporated business entity made up of several b usiness subsidiaries. According to Kampfe (2007), the company is a key player in the global logistical industry. To this end, their entry into the Kenyan Market is informed by their core objectives. Kampfe (2007) carried out an analysis of several multinational companies which included Maersk. The analysis, among others examined the company’s profile which cites the company as a shipping agency. The company’s mission is the understanding of their clients, business and market. Kampfe (2007) adds that the company guarantees their clients competitive transportation service. Kamoche (2002, p. 993) argues that Africa, and by extension Kenya, is projected to have increased trading activity. To this end, Maersk Group’s mission is compatible with the demands of the African market. Kamoche (2002, p. 43) cites the increased cargo demands into the continent and a subsequent need to transport goods inland. Kenya is seen as strategic in terms of entry into the East and Centr al African market. It makes sense for an international company to set up shop in the region. Five Porter’s Forces When an organisation is keen on market entry an evaluation of the same is suitable based on a number of parameters. The Maersk Group’s entry into the Kenyan market requires an analysis based on such concepts as the Porter’s forces. According to Kampfe (2007, p. 50), the Five Porter’s Forces allow a company to come up with a suitable business strategy. Consequently, a suitable human resource management strategy is realised through such a perspective about a given market.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The first aspect regarding Porters forces is the threat to new entrants. Kamoche (2002, p. 995) argues that the Kenyan market has been liberalised. Investors are attracted by the increase in terms of exports over the previous years. Figure 1 is an illustration of how exports in the Kenyan market have performed in the past. Figure 1: Source: Kamoche (2002, p. 995) According to figure 1, Kenya witnessed an upsurge in imports from various destinations. The implications, of the increase are that, the threat to new entrants is relatively low. Kamoche (2002, p. 995) argues that the government has put in place relevant measures to attract investors. The same is coupled by the fact that there is evidently a large market that requires attention. With respect to the bargaining power of buyers, Kenya has a nascent economy. Kamoche (2002, p. 994) emphasises on the fact that the economy is still growing and the household incomes are still insufficient for competitive business action. However th e country’s infrastructural activities are contributing to an upsurge of imports in form of raw materials. Consequently, the same has brought increased investor activity, with a majority of raw material being imported. The same calls for services like container freight services, which Maersk is bringing to the country. Recruitment and Selection Once a company has entered a given market, it is imperative that it rolls out a plan to acquire new staff. Kramar (2014, p. 1069) defines recruitment as the identification of the need to engage a given number of employees in a company. Kramar (2014, p. 1069) goes on to define selection as the process through which an organisation carries out vetting on applicants to a given position. The selection is concluded once a suitable candidate is settled upon. Maersk, in its intention to enter the Kenyan market must be alive to the fact that they will need to engage the services of a certain number of employees. The recruitment and selection o f staff is informed by the need for sufficient training. To this end, companies like Maersk, employ the Frase Rodger Framework. According to Kramar (2010, p. 1070), the Frase Rodger framework is employed by companies due to the need to develop the skill levels of the entire workforce. Consequently, the aspect of training is encouraged in all organisations to ensure that the staff members have the relevant knowledge pertaining to the specific field. Logistics has a number of fields that require specialisation. To this end, Maersk is going to invest a lot on training since there is a scarcity of skilled labour in the market. The recruitment of personnel can be conducted in-house or external advertisements made. A company like Etihad Airlines is a respected strategist on the human resource front. Their entry into Africa broke glass ceilings on several fronts. For instance, Kampfe (2007, p. 55) indicates that the company up their management positions to external applicants. In most case s companies prefer to retain management positions whenever they go to a new country. Such a strategy used to work in places where there is absolute scarcity of skilled labour. However, a country like Kenya is known to have sufficient personnel capable of handling a freight company (Kamoche 2002, p. pp4). Consequently, Maersk should consider coming up with a strategy that blends between the two avenues of recruitment As already mentioned, a company can opt for an internal or external recruitment process. In both cases, Gilmore and Williams (2009, p. 67) suggest that experience and proven capabilities must inform the recruitment process. Nonetheless, each of the recruitment platforms has its own merits and demerits. In point form, the following are the merits of internal recruitment: A company saves on the resources that would be used to train new employees New stuff might disrupt the blue print of a company. However, an internally sourced employee shares in the vision of a company. The idea that a new job will pop up, internally, acts an incentive to hard work within any organisation The risk factor of hiring an insider is lower than hiring an external employee. Notwithstanding the benefits of internal recruitment, there are demerits which ought to inform persons of its suitability. The following are the disadvantages to internal selection; It results in burden to replace the employee who has taken up the new job position. Reforms might not be forthcoming if an insider is appointed to a new position Employee rivalry may result in the event one is promoted to a new role. The same reduces performance Basing on the advantages and disadvantages of the internal recruitment process, a company can make an informed decision on how such a recruitment policy would affect its performance. According to Kapfe (2007, p. 55), suitable human resource strategy for a new company is based on loyalty. An organisation works best when the members of staff are reliable and can be trusted. Holtbrugge, Friedman and Puck (2010 p. 439) recommend a partial internal recruitment process for organisations entering a new market. Such a process would require that the initial management team be composed of both internal and externally sourced employees. Such a move allows for diversity within a company. Training and Development Human resource management requires, among other things the improvement of skills for the work. As already defined, training entails skill improvement of the employees in an organisation. Grieves (2003, p. 77) relates training to the development of an individual’s performance in a given job description. Under such circumstances, the employees are provided with the necessary skills to undertake the various jobs in that organisation. Essentially, training entails the improvement of the knowledge associated with a particular job. There are a number of reasons why companies focus on training and development for their human resource. Kramar (2 014, p. 1070) argues that the same is particularly true for companies that are entering into a new market altogether. For instance, the intentions by Maersk to set up shop in the Kenyan market, comes with the understanding that skill improvement is necessary. Kamoche (2002, p. 994) argues that many multi-national companies that invest in Africa, factor in training and development in their planning due to scarcity in skills that meet international standards. Training and development is not a generalised concept. Companies tend to come up with a training and development framework that specialises on different roles in an organisation (Grieves 2003, p. 77). It is important to clarify that Maersk is not entering the Kenyan market, per se, for the first time. However, through one of its subsidiaries, Maersk intends to provide other logistical services including storage and handling of cargo. To this end, a number of job openings will be available. However, the same will be subject to rig orous training and development to ensure that the company attains international standards in its performance. As already mentioned, training and development involves the impacting of knowledge to the employees in an organisation. The knowledge will trickle down to the actual improvement of skills in the said organisation. Grieves (2003, p. 45) argues that knowledge keeps on changing. It is not possible to be content with knowledge. Such an assurance implies that training and development needs to be sequential. Kamoche (2002, p. 994) argues that companies entering a new market need t come up with a period. Figure 2 is an illustration of a periodic training and development schedule. Figure 2 Source: Kramar (2014, p. 76) Figure 2 illustrates how Kurray Group has developed a training scheme for their employees. The company was venturing into the Pakistan market. According to Kramar (2014, p. 76), the clustering of the employees into the respective roles is an efficient means of attaini ng the goals of training and development. Figure 2 indicates that each job class has a specific training regimen. The same can be carried out depending on the set goals of an organisation. The market entry of Maersk into the Kenyan market requires a similar attention to training and development. Companies are required to ensure that the training covers all the employees in an organisation. According to Prasad and Kamalanabhan (2010, p. 316) there are companies who perceive training as a requisite for the new members of staff. Unforttunately, that may not be the case. When a new concept emerges in an industry all the employees in that field will require training. Kampfe (2007, p. 47) argues that a shipping business has new trends emerging every so often. To this end, training should encompass all the employees in an organisation, regardless of their stay Training and development, in an organisation is meant to prepare the workforce for any future demands in the job group in reference . To this end, there are a number of training models that an organisation can employ. The result will be an overall improvement in the performance of such organisations within the market in reference. According to Grieves (2003, p. 104) training can be carried out, in an organisation, based on the need assessment. The same is derived from the systems model of training. A company identifies its immediate needs and responds to them accordingly. The training will carried out to ensure the workforce meets the said needs. Organisational analysis is another aspect of the systems model of training. Mondy et al. (2005, p. 88) argue that depending on a company’s organisational performance, the needs for training arises. For instance, if a department in a given organisation is not performing as expected, there is a need to introduce a new work regiment. Consequently training becomes important. Other components of the systems model of training include the following: Job analysis Person analysis Development of a training scheme The design of a suitable environment for training Reward Management It is a norm to award excellent performance in any organisation. Suitable reward strategy ensures that an organisation is able to have a well motivated workforce. According to Dickman and Muller-Camen (2006, p. 581) reward management is born out of the need to ensure that a workforce is well compensated for their efforts in an organisation. Essentially, a reward management regimen ensures that there is a proper framework for the appreciation of the work carried out by the employees in an organisation. A reward management program is responsible for the control and analysis of several aspects of the employees. Dickmann and Muller-Camen (2006, p. 581) argue that all the benefits of employees must be included in a reward management program. To this end, all forms of remuneration and compensations are made with respect to the performance of an individual in a given organisation . The objective of such a reward management plan is to ensure that all the aspects of a reward structure are adhered to in the implementation of a company’s reward structure. Organisations that are venturing into a new market must ensure that the reward management guarantees employees satisfaction in the organisation. A suitable reward structure is one that entails the following: A comprehensive pay policy and related practices An efficient administration of the payroll system Incorporation of the minimum wage policy aid out Payment of the bonuses and other related benefits The objective of reward management is to ensure that the contribution made by the employees in an organisation, does not go unnoticed. Under reward management system, the employees in an organisation get a fair and commensurate award for all their hard work. According to Grote (2002, p. 76), a reward system is meant to motivate the employees. The same also attracts employees to the organisation. Grote (2 002, p. 76) argues that an organisation that is getting into a given market is required to have an attractive reward management policy. Such a policy must ensure that competing firms do not have an upper hand. The reward management policy is quite ideal in theory. However, its implementation in reality is a thorny subject in many organisations. According to Grote (2002, p. 98) many organisations come up with a specific reward system that is aimed at appreciating a given parameter in an organisation. However, in most cases, the item marked for award is not often rewarded. Grote (2002, p. 98) insists that diversion of an intended reward from one objective to another, reduces the credibility of the reward system altogether. There are a number of reward systems in an organisation. Grote (2002, p. 76) argues that depending on the reward, the objective is as diverse. To this end, implementation of the various reward systems guarantees a satisfied workforce in the said organisation. In mos t cases people associate rewards with slight increases in salaries. However, Dickmann and Muller-Camen (2006, p. 584) argue that that is just one out of the several rewards that exist. Grote (2002, p. 76) refers to such an award as being extrinsic. Many employees prefer increments in their salaries owing to the inability to attract other forms of reward n an organisation. Extrinsic rewards are the kind that employees get after a certain duration of service to an organisation. According to Grievers (2003, p. 77) extrinsic rewards include such rewards as bonuses, promotions, gifts and salary increments. The other type of reward is referred to as the intrinsic rewards, which are geared at giving an individual personal satisfaction. Some of the characteristics of intrinsic rewards include positive feedback and trusting an employee with more responsibility. Grote (2002, p. 56) also suggests that intrinsic rewards incorporates such issues as employee recognition. The entry of a new compan y in a given market requires a careful analysis of the people’s reward preferences. Grote (2002, p. 55) argues that in some societies employee satisfaction appeals more that the financial gain. A worker needs to be valued in an organisation. To this end, multinational companies like Maersk are required to develop a reward system that ensures the employees feel appreciated for the work they put in an organisation. A satisfied employee is motivated to work even harder in an organisation. Performance Management Performance management is a concept in human resource management that ensures the workforce confirms to an organisations objective. According to Dessler (2000, p. 170), performance management is crucial in companies venturing into a new market. Grote (2002, p. 70) argues employees are better placed in understanding how an organisation is expected to operate due to the link between their respective work efforts and an organisation’s core objectives. Performance mana gement is realised once the employees are geared towards certain expectations. Grote (2002, p. 37) explains that the employees in an organisation must develop certain targets. Such targets ensure that all the actions and behaviours of the personnel result in the projected targets. Grote (2002, p. 67) argues that performance management relies on the incorporation of performance parameters like standards and performance dimensions. Such parameters ensure that employees stick to their duties for the benefit of the company. Market entry is often characterised by a number of challenges that have a direct impact on the long-term performance of a given company. However, through performance management, can organisation realise their respective missions with ease. According to Kampfe (2007, p. 57) Etihad Airlines penetrated the European market courtesy of its excellent record on performance management. The company ensured all the employees bought in to the company’s vision. Consequent ly, it became easy to set targets that the company expected to attain. The targets were realised owing to the collective effort played by the members of staff. Maersk would do well to adopt a similar policy. Employee Involvement When people are engaged in employment in a given organisation, it is important that they feel like the organisation is their second family. Under such circumstances, Kamoche (2002, p. 994) argues that employee involvement ensures that people are comfortable to work in an environment where they have a say in matters that touch on their jobs. It is important to observe employee involvement as a philosophy rather than as a tool. An organisation is required to incorporate all its staff members on its overall operations. Employee involvement will therefore require the participation of the workforce in the decision making process. According to Kampfe (2007), multi-national organisations are perceived as foreigners whenever thy venture into a new market territory. To this end, the company’s future will depend on how the locals perceive their role in the decision making processes. Consequently, a company that allows for the opinions of the participation of the members of staff will find it easier to operate in just about any market. Employee involvement, as a human resource principle, can be applied as a strategy based on a given model. A suitable employee involvement is one that ensures the decision making process are largely influenced by the employees rather than the management (Kramar 2014, p. 1087). Figure 3 is a suitable model of employee involvement in a company. Figure 3: Employee involvement in decision making Figure 3 illustrates how a decision can be arrived at in an organisation. Assuming that a decision needs to be made, the manager can tell the members of staff what that decision is all about. In this case, the manager has absolute control over the decision making process. However, the in-charge, in an organisation, can o pt to sell the ideas behind the decision to the members of staff. According to Grieves (2003, p. 71) such a move is an attempt by management to gain support f the decisions from the members. Decision making process can also be consultative. In figure 3, consultation is highlighted wherein the manner arrives at a decision with the involvement of the involvement of the employees. The consultative mechanism allows for the input of the employees although the ultimate decision is made by the manager. Employee involvement can go a notch high when the manager asks the members of staff to join them in implementing a decision. However, through delegation, the employees relish in the responsibilities bestowed upon them. Consequently, the decisions made end up affecting them positively. Employee involvement is a key asset in ensuring market penetration by a given organisation. Maersk stands to benefit from the same if they allow employee participation in the decision making process. According to Dessler (2000, p. 88) new companies in the market can use this strategy as a human resource retention strategy. The same would help reduce loss of staff to rival companies since they will feel like they belong to the company acknowledges their role in the overall performance. Conclusion In conclusion, the entry of a company like Maersk to an African country signals increased competition into the market. To this end a suitable human resource strategy is required. According to Hoch and Dulebohn (2013, p. 114) such a strategy should consider a number of variables like recruitment and training. Fortunately, the report has highlighted the respective aspects of human resource management that can be used to formulate a strategy for Maersk once they enter the Kenyan market. To this end, the report recommends an all inclusive recruitment exercise that allows for internal and external applicants. The same will bring about diversity in the company. The report also outlines the importance of training and development. To this end, recommendations are made that the training and development be periodic and focus on specific skills. According to Kamoche (2002, p. 997) employees require appreciation for the service they do in a company. To this end, Maersk needs to develop an extrinsic and intrinsic reward system. Also, the company should develop a concrete performance management to ensure that they meet their objectives. Finally, Maersk would do well in incorporating their employees in the decision making process. Such a human resource strategy helps in ensuring that the entire company operates as one unit. References Dessler, G. 2000, Human resource management, 8th edn, Prentice-Hall, Upper Saddle River, NJ. Dickmann, M Muller-Camen, M 2006, ‘A typology of international human resource management strategies and processes’, The International Journal of Human Resource Management, vol. 17 no. 4, pp. 580-601. Gilmore, S Williams, S 2009, Human resource managemen t, Oxford University Press, Oxford. Grieves, J 2003, Strategic human resource development, Sage Publications, London. Grote, R 2002, The performance appraisal question and answer book a survival guide for managers, American Management Association, New York. Hoch, J Dulebohn, J 2013, ‘Shared leadership in enterprise resource planning and human resource management system implementation’, Human Resource Management Review, vol. 23 no. 1, pp. 114-125. Holtbrugge, D, Friedmann, C Puck, J 2010, ‘Recruitment and retention in foreign firms in India: a resource-based view’, Human Resource Management, vol. 49 no. 3, pp. 439-455. Kamoche, K 2002, ‘Introduction: human resource management in Africa’, The International Journal of Human Resource Management, vol. 13 no. 7, pp. 993-997. Kampf, C 2007, ‘Corporate social responsibility: WalMart, Maersk and the cultural bounds of representation in corporate web sites’, Corporate Communications, vol. 12 no. 1, pp. 41-57. Kramar, R 2014, ‘Beyond strategic human resource management: is sustainable human resource management the next approach?’, The International Journal of Human Resource Management, vol. 25 no. 8, pp. 1069-1089. Mondy, R, Noe, R Gowan, M 2005, Human resource management, 9th edn, Pearson Prentice Hall, Upper Saddle River. Prasad, P Kamalanabhan, T 2010, ‘Human resource excellence in software industry in India: an exploratory study’, International Journal of Logistics Economics and Globalisation, vol. 2 no. 4, p. 316.

Media Bullshit Essay Example | Topics and Well Written Essays - 750 words

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Mark Twain used the term Gilded Age for 1870 to 1890 Essay

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Program Evaluation Research Paper Example | Topics and Well Written Essays - 1000 words

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Mission statement organizations vision translated into written form

Mission statement organizations vision translated into written form Mission  Statement A mission statement is an organizations vision translated into written form. It makes concrete the leaders view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities. (1) A mission statement should be a short and concise statement of goals and priorities. In turn, goals are specific objectives that relate to specific time periods and are stated in terms of facts. The primary goal of any business is to increase stakeholder value. The most important stakeholders are shareholders who own the business, employees who work for the business, and clients or customers who purchase products and/or services from the business. A mission statement  is a brief description of a companys fundamental purpose. A mission statement answers the question, Why do we exist? (1) The mission statement articulates the companys purpose both for those in the organization and for the public. For instance, the mission statement of Canadian Tire reads (in part): Canadian Tire is a growing network of interrelated businesses Canadian Tire continuously strives to meet the needs of its customers for total value by offering a unique package of location, price, service and assortment. The mission statement of Rivercorp, business development consultants in Campbell River, B.C., is: To provide one stop progressive economic development services through partnerships on behalf of shareholders and the community. As you see from these two mission statement samples, mission statements are as varied as the companies they describe. However, all mission statements will broadly describe an organizations present capabilities, customer focus, activities, and business makeup (5). The difference between a mission statement and a  Strategic Intent  is that a mission statement focuses on a companys present state while a Strategic Intent focuses on a companys future. Every business should have a mission statement, both as a way of ensuring that everyone in the organization is on the same page and to serve as a baseline for effective business planning Mission statements often contain the following Purpose and aim of the organization The organizations primary stakeholders: clients, stockholders, congregation, etc. Responsibilities of the organization toward these stakeholders Products and services offered So, when you are preparing your Mission Statement remember to make it clear and succinct, incorporating socially meaningful and measurable criteria and consider approaching it from a grand scale. As you create your Mission Statement consider including some or all of the following concepts. The moral/ethical position of the enterprise The desired public image The key strategic influence for the business A description of the target market A description of the products/services The geographic domain Expectations of growth and profitability Strategic Intent A Strategic Intent  is sometimes called a picture of your company in the future but its so much more than that. Your Strategic Intent is your inspiration, the framework for all your strategic planning. A Strategic Intent may apply to an entire company or to a single division of that company. Whether for all or part of an organization, the Strategic Intent answers the question, Where do we want to go? What you are doing when creating a Strategic Intent is articulating your dreams and hopes for your business. It reminds you of what you are trying to build. While a Strategic Intent doesnt tell you how youre going to get there, it does set the direction for your business planning. (For more on the role of your Strategic Intent in business planning, Thats why its important when crafting a Strategic Intent to let your imagination go and dare to dream and why its important that a Strategic Intent captures your passion. Unlike the mission statement, a Strategic Intent is for you and the other members of your company, not for your customers or clients. Corporate vision is a short, succinct, and  inspiring  statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-inclusive and forward-thinking.   It is the image that a business must have of its goals before it sets out to reach them.  It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Warren Bennis, a noted writer on  leadership, says: To choose a direction, an executive must have developed a mental image of the possible and desirable future state of the organization. This image, which we call a  vision, may be as vague as a dream or as precise as a goal or a mission statement. A  strategic intent  is a companys vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can communicated as worthwhile to all employees. It should not focus so much on todays problems, which are normally dealt with by company visions and missions, but rather on tomorrows opportunities. To achieve great things, you need ambitious visions. And it does not matter that vision cannot be laid out in details. It is the direction that counts. Mission Vision Goals Figure 1.0 Its significance on the Organization à ¢Ã¢â€š ¬Ã‚ ¢ Visions incorporate goals for the future: but whose goals? Make sure the goals set out by your organization are shared by the community you serve. à ¢Ã¢â€š ¬Ã‚ ¢ Visions are often value-laden statements. Values should be broad and inclusive to incorporate as many people and perspectives as possible. à ¢Ã¢â€š ¬Ã‚ ¢ Visions should be optimistic and inspiring: to you, organization staff, and the community you serve. We believe in the equality of all people, regardless of race, class, nationality, gender, or sexual orientation. (2) In short, the mission guides the organization in its daily work, and the vision inspires the organization and the community to never give up on its future goals. Vision Mission Values Strategic Goals Tactics Figure 2.0 (5) Strategic Business Management and Planning The Strategic Position Strategy in Action Strategic Choices Capability Environment Culture Purpose Corporate Level Business Level Innovation Evaluation International Processes Organising Resourcing Changing Practice Figure 3.0 The Exploring Corporate Strategy model (4) Strategic Position: Understanding the strategic position is concerned with identifying the impact on strategy of the external environment, an organizations strategic capability and the expectations and influence of stakeholders. The sort of questions this raises are central to future strategies. The Environment Environment plays an important role in building up the strategies and how it affects the organisation strategies and goals looking out for the opportunities and threats from the outer world. Therefore it is very important to evaluate the environmental impacts on the organization. The capabilities Capabilities depends upon the resources and competences within the organization. One way of thinking about the strategic capability of an organization is to consider its strengths and weaknesses. Look for the core competences and USPs which the competitors will find difficult to imitate. Purpose The major influences of stakeholder expectations is organizations purposes. Purpose is summarized in an organisations vision, mission and values. This is important since it clarifies who should the organization serve and how should it work. this reflects the corporate social responsibilities and ethics. Culture These influences directly either on organizational, sectoral or national. Corporate Governance Corporate Governance is concerned with the structures and systems of control by which managers are held accountable to those who have legitimate stake in an organization. (4) There are many other reason which has made its presence an important issue for the organization. Out of which the three main reasons are as follows; The separation of ownership and management control which means that the organization works with hierarchy or within the chain of governance. This chain basically represents those groups that influence an organization through their involvement in either ownership or management of an organization. Scandals by the corporate have increased a lot of public debate about different parties in the governance chain should interact and influence each other. Most notable here is the relationship between shareholders and the boards of businesses as well as relationship between government or public funding bodies and public sector organizations. Increased accountability to wider Stakeholder interests has also come to be increasingly advocated; in particular the argument that corporations need to be more visibly accountable and responsive , not only to owners and managers in the governance chain but to wider social interest. Governance Structure Strategic Purpose Social responsibility and ethics Stakeholder expectations Figure 4.0 Influences on strategic purpose (4) The governance chain explains completely the roles and relationships of different groups which are present in the governance of an organization. The chain is very simple to understand it is similar like a family tree. It has shareholders, family members, managers and a board. It is a large and publicly quoted organization with more investors layers as well. Hence good corporate governance can be achieved only if it is an embedded part of corporate life: part of the DNA of the organisation, its internal processes and the way it makes information available externally. In many countries most companies are run mostly for the benefit of the shareholders, the rightful owners.  But there is another model, where companies are run for the benefit of other significant groupings as well such as customers, the general public or employees. This is the stakeholder model. Choosing a board for each of these models or something in between requires people with different backgrounds and outlooks. The following table  compares the shareholder and stakeholder models: Shareholders Stakeholders Maximize shareholder value and look after shareholder interests Look after all stakeholder interests, especially public Seek profitability and efficiency Look for survival, long term growth, and stability Hard-nosed and commercial Less concerned with profit than value for money A Stakeholders mapping can be used appropriately to understand the stakeholders influence. Stakeholder mapping can define his expectations and power and helps in understanding political priorities. It emphasizes the importance of two issues: Interest of the stakeholder group on organizations purposes and choice of strategies Power of stakeholders to actually do it They are described in a quadrant of four different types based on level of interest and their power, as follows Figure 5.0 Stakeholder Mapping Low High High A Minimal Effort C Keep satisfied B Keep Informed D Key Players Level of Interest Power (7) Non Profit Organizations A  non-profit organization  is an  organization  which does not distribute its surplus funds to owners or shareholders, but instead uses them to help pursue its goals.  Examples of NPOs include charities (i.e.  charitable organizations),  trade unions, and public  arts  organizations. Most governments and government agencies meet this definition, but in most countries they are considered a separate type of organization and not counted as NPOs. They are in most countries exempt from  income  and  property taxation. Profit Organizations An  organization  is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment. It is a business which has a primary goal of making profit and a proposed goal such as helping the environment. Differences between Profit and Non-profit Organization Ownership is the quantitative difference between for- and not-for-profit organizations. For-profit organizations can be privately owned and may re-distribute taxable wealth to  employees  and  shareholders. By contrast, not-for-profit organizations do not have owners. They have controlling members or boards, but these people cannot sell their shares to others or personally benefit in any taxable way. While they are able to earn a profit, more accurately called a surplus, such earnings must be retained by the organization for its self-preservation, expansion and future plans. Earnings may not benefit individuals or stake-holders. While some non-profit organizations put substantial funds into hiring and rewarding their internal corporate leadership, middle-management personnel and workers, others employ unpaid volunteers and even executives may work for no compensation. However, since the late 1980s there has been a growing consensus that nonprofits can achieve their corporate targets more effectively by using some of the same methods developed in for-profit enterprises. These include effective internal management, ensuring accountability for results, and monitoring the performance of different divisions or projects in order to better benefit from their capital and workers. Those require satisfied management and that, in turn, begins with the organizations mission There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organizations leadership, culture of the organization, complexity of the organizations environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc. Goals-based planning is probably the most common and starts with focus on the organizations mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when). Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans. Organic strategic planning might start by articulating the organizations vision and values, an d then action plans to achieve the vision while adhering to those values. Some planners prefer a particular approach to planning, eg, appreciative inquiry. Some plans are scoped to one year, many to three years, and some to five to ten years into the future. Some plans include only top-level information and no action plans. Some plans are five to eight pages long, while others can be considerably longer. For-profit and nonprofit business plans have many similarities. For that reason, nonprofit personnel would benefit from reading the links in the section above, For-Profit Business Planning. Some of the terms are different, but in most cases they can readily be translated into words more commonly used in the nonprofit sector. For example, balance sheet is what nonprofit call a statement of financial position, profit and loss statement (or income statement) is essentially the same as a statement of financial activities, and so on. One of the key difference between a for profit and a non profit plan is the marketing section. In a for profit business, the served customers are generally those who provide the revenues needed to cover expenses and continue operations. For a non profit, often the served constituents do not provide this sustaining funding, and it must be sought from a third party donors. This means the marketing plan must describe both how the organization will communicate its services to its service target market and how it will communicate its need for funding to its funding target market. This means detailing these two separate marketing messages and two strategies for marketing.   Another key difference is the non profit part of the business plan. Financial plans for a non profit do not have to show net profit, and, if they do, there must be some explanation of what those retained earnings will be used for. They cannot be distributed as dividends, as the organization is technically owned by the public and not by the directors or board. However, profits can be accumulated for the purposes of creating an endowment or capital fund for future expenditures. An accountant should be consulted for any decisions of this nature.   International dimensions of strategic business management and planning Going global is one of the key visions of most of the organizations. Choosing globalization increases the option for the organizations range of products or services and how to manage across the borders. Through international strategy framework it becomes achievable in a better way. International strategy as the core theme, depends upon two things, the external environment and organizational capabilities. If you see the figure 6.0 it focuses more on internationalisation drivers and on the capabilities side it emphasises on international and national sources of advantage. Figure 6.0 International strategy framework Internationalisation drivers Market selection Sources of competitive advantage Mode of entry International Strategy (4) Market Drivers Similar customer needs Global customers Transferable marketingInternationalisation Drivers Figure 7.0 Internalisation Drivers International Strategies Cost Drivers Scale economic Country-specific differences Favorable logistics Government Drivers Trade Policies Technical Standards Host Government Policies Competitive Drivers Interdependence between countries Competitors global strategies (4) Market globalization drivers There is a general belief that several markets are converging around the world. There are several reasons for this. First, the convergence of Gross National Product (GNP) per capita in the developed world is leading to a convergence in markets sensitive to wealth and level of income such as passenger cars, television sets, and computers. Second, there is evidence to suggest that in some industries, customers tastes, perceptions, and buying behaviours are converging, and that the world is moving towards a single global market that is basically Western and, more specifically, North American. In a landmark article titled The globalization of markets Levitt (1983) predicted that globalization drivers such as new technology would lead to homogenization of consumer desires and needs across the world. He argued that this would happen because generally consumers would prefer standard products of high quality and low price to more customized but higher-priced products. Third, in the quest to build a global brand and company image, multinational firms are increasingly favouring a global standardization of marketing and advertising efforts. This does not mean identical marketing and advertising campaigns, but the use of similar themes that send the same message across the world. Recent developments in broadcast media, particularly direct-broadcast satellite and international media, are making this more possible. CNN, for example, broadcasts standard adverts around the world. Cost globalization drivers Several key cost drivers may come into play in determining an industry globalization level. One key factor is global scale economies. That is, the costs of producing a particular product or service are often subject to economies or dis-economies of scale. Generally, economies of scale arise when a product or a process can be performed more cheaply at greater volume than at lesser volume. This is often the case when the product or service is standardized; hence it becomes hard for multinational firms to differentiate themselves, and cost becomes key in achieving and sustaining a competitive advantage. Producing different products for different countries leads to higher cost per unit. This is because multinational firms serving countries with separate products may not be able to reach the most economic scale of production for each countrys unique product. Multinational firms could reduce the cost by using common parts and components produced in different countries. Another factor is sourcing efficiencies. Global sourcing efficiencies may push multinational firms towards a global strategy. The prices of key resources used in the production process have a strong impact on the cost of the product or service, the cost of inputs depends on the bargaining power of the firm with their suppliers. For example, large firms purchasing large volumes have more clout with their suppliers than their small rivals. Hewlett-Packard (HP) is a good example. In the past, country-level subsidiaries used to solicit bids for insurance coverage independently. Each subsidiary chose the local provider who bid less than the competition. However, HP now belongs to a global insurer-insured pool which provides rebates based on business volume. In addition, as noted earlier, some countries provide a cost advantage because of low cost of raw material, low cost of labour, or low cost of transport because of location. Thus multinational firms locate their activities in different countries to benefit from these advantages. Further, in sectors where transportation cost is low, closeness to customers is not important, and urgency to distribute the product is low, multinational firms tend to concentrate their production in large plants producing large-scale products. Finally, high cost of product development drives multinational firms to focus on core products that have universal appeal to control cost. Government globalization drivers Governments have different policies for different industries. While (as discussed above) the general trend is lower trade barriers and less regulation, for a few sectors trade barriers are prohibitive and highly regulated by governments. In addition to trade barriers and regulations, technical standards are becoming similar around the world. For example, several countries have accepted new international accounting norms and standards. In Europe, the International Accounting Standards (IAS) are quickly becoming the norm. This will allow direct cross-border comparison of financial statements, and facilitate communication between subsidiaries and the centre. Companies like Nokia, the Allianz group, and Novartis are working to bring about a convergence of US accounting standards with IAS. Competitive drivers Because of tight interlinks between key world markets, intense competition across countries, and the continuous increase in the number of global competitors, multinational firms are adopting a globally centred rather than nationally centred strategy. According to George Yip, the increase in interactions between competitors from different countries requires a globally integrated strategy to monitor moves by competitors in different countries. He notes that by pursuing a global strategy, competitors create competitive interdependence among countries. This interdependence forces multinational firms to engage in competitive battles and to subsidize attacks in different countries. Cross-subsidization is only possible if the multinational firm has a global strategy that monitors competitors centrally rather than on a country-by-country basis. Globalized competitors drive industries to adopt a global strategy. Yip noted that when major competitors, especially first movers, use a global strategy to introduce customers to global products, late movers adopt the same strategy so as to achieve economies of scale or scope and other benefits associated with adopting a global strategy. Last, the ability to transfer competitive advantage globally drives multinationals to adopt a global strategy. For example, IKEA succeeded in transferring its locally developed advantage to a global market. Conversely, sectors where the competitive advantage is locally rooted and hard to transfer across countries, multinationals tend to adopt an international strategy rather than a global one. (8) Strategic Management Strategic Management is a term which underlines the importance of managers with regards to the company strategy. Strategy needs to be defined by the people especially the managers who also implement them. Strategic Management involves a greater scope than that of any one area of operational management. It is characterised in way it makes easy for the managers to make decision and judgement based on the conceptualisation of difficult issues. Corporate strategy is defined as the identification of the purpose of the organization and the plans and actions to achieve that purpose. Corporate strategy consist of two main elements: corporate level strategy and business level strategy .See figure 7.0 At Corporate Level: All the decisions need to be taken over what business the company is in or should be in. The culture and leadership of the organization are also important at this broad general level. Corporate strategy is the pattern of major objectives, purpose or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or be in and the kind of company it is or be. (9) At Business Level: corporate strategy is more alarmed with the competing for customers, generating value from the resources and the underlying principle of the sustainable competitive advantages of those resources over rival companies. Figure 8.0 The essence of corporate strategy At the individual business level: How do we complete successfully? What is our sustainable competitive advantage? How can we innovate? Who are our customers? What value do we add? At the general corporate level: What business are we in? What business we should be in? What business our basic directions for the future? What is our culture and leadership style? What is our attitude to strategic change? What should it be? What is the purpose of the organization? And what are our strategies to achieve this? (10) The three main areas of strategy At both the levels of corporate strategy every organization has to manage its strategies in three main areas: Organizations internal resources; External environment within the area of organization operates; Organizations ability to add value to its organizations process. Resources Strategy Resources of any organization includes human resource skills, investors and the capital. Organizations need to build a good strategies to optimise the use of the resources. In particular, it is essential to investigate the sustainable competitive advantage that will allow the organization to survive and prosper against competition. Environmental strategy Environment encompasses all the aspect external to the organization itself: not only the economic and political circumstances, which depends place to place but competitors, customers and suppliers, who may vary widely around the world, but also competitors, customers are particularly important here. Hence organizations therefore needs to develop corporate strategies that are best suited to their strengths and weakness in relation to the environment in which they operate. Adding Value Apart from environment and resources organizations still need to add value to the supplies brought into the organization. For long term survival, an organization take their supplies seriously and then deliver its output to its customers. The main purpose of corporate strategy is to make the organization create and add vital values to make sure the organization adapts the changes and continue to add value in future. Core areas of Corporate Strategy There are three core areas of corporate strategy are strategic analysis, strategy development and strategy implementation. Strategic analysis: The organization, its mission and objectives have to be examined and analysed. Corporate strategy provides value for the people involved in the organization, its stakeholders but its the managers who decide the objectives of the organization. They also analyse the resources and examine the objectives as well as the relationship with the environment. Strategy development: A strategy options has to be developed and then the right has to be selected. To be successful, the strategy is build upon a particular skills of the organization and the special relationship that it has or can develop with the other outside suppliers, customers, distributors and government. Strategy implementation: The selected options now has to be implemented and the organization will find many other difficulties in terms of motivation, power relationships, government negotiations, company acquisitions and many other matters. Hierarchical Characteristics of Strategy Strategy can be formulated on three different levels: Corporate level Business unit level Functional or Operational level, While strategy may be about competing and surviving as a rum, one can argue that products, not corporations compete, and products are developed by business units. The role or the corporation then is to manage its business units and products so that each is competitive and so that each continues to corporate purposes. While the corporation must manage its portfolio of businesses to grow and survive, the success of a diversified firm depends upon its ability to manage each of its product lines, While there is no single competition to Textron, we can talk about the competitors and strategy of each of its business units. In the finance business segment, for example, the chief rivals ate major banks providing commercial financing. Many matagers consider the business level to be the proper focus for strategic planning. Corporate Level Strategy Corporate level strategy fundamentally is concerned with the selection of businesses in which the company should compete and with the development and coordination of that portfolio of