A Woman Love for a Man Essay Example

A Woman Love for a Man Essay Example A Woman Love for a Man Essay A Woman Love for a Man Essay Essay Topic: The Heart Of a Woman Compare and Contrast Essay: â€Å"Story of an Hour† and â€Å"To My Dear and Loving Husband† Thesis: In the short story, â€Å"Story of an Hour† by Mary Chopin and the poem â€Å"To my Dear and Loving Husband†, by Anne Bradstreet both authors reveal how each of their female characters feel about their husband and how each feelings are expressed differently I. Both women are treated differently by their husbands. A. In the â€Å"Story of an Hour†, the central character, Louise Mallard, feels locked in her marriage. B. In â€Å"To My Dear and Loving Husband†, the author Anne feels safe and secure in her marriage. II. Both women express different feelings about their mates. A. In â€Å"Story of an Hour†, Louise feels that it is not enough that her husband loves her. B. In â€Å"To My Dear and Loving Husband†, Anne values her relationship with her husband more than anything. III. Both authors use literary concepts to make their writings easier to understand. A. In â€Å"Story of an Hour†, the line free, free, free tells us that Louise feels free after learning of her husband’s death. B. In â€Å"To My Dear and Loving Husband†, the line I prize thy love more than mines of gold tells us that she values their love very much. A WOMAN’S LOVE FOR A MAN As every woman is an individual with distinct characteristics so too will her feelings towards her husband are uniquely expressed. There are husbands who try to control their wives so much that the woman cannot freely follow does their own will. Then there are those who are devoted to their wives through thick and thin. In the short story, â€Å"Story of an Hour† by Mary Chopin and the poem â€Å"To my Dear and Loving Husband†, by Anne Bradstreet both authors reveal how each of their female characters feel about their husband and how each feelings are expressed differently. Both women are treated differently by their husbands. In Mary Chopin’s â€Å"Story of an Hour†, Chopin describes how the central character, Mrs. Louise Mallard, is locked into a marriage. She is the kind of wife who cannot voice her own opinion, â€Å"without getting approval of her husband† (12). In Anne Bradstreet’s â€Å"To my Dear and Loving Husband†, the author Anne Bradstreet represents herself as a wife who feels secure and safe while living with her husband. It demonstrates a very loving and happy relationship between husband and wife. Therefore, getting approval from her husband would not be so hard because of his love for her. There are key differences in how each woman expressed her feelings toward her husband. In the â€Å"Story of an Hour†, the husband, Brently Mallard, is still a good man to Louise because â€Å"he never looks upon her with anything but love† (12). However, despite the fact that Louise knows that her husband loves her, the sense of his domination makes it difficult for her to feel any love. She can merely attest to an occasional feeling of affection: â€Å"And yet she loved him, sometimes† (15). In â€Å"To my Dear and Loving Husband†, a love poem, dedicated to her husband, â€Å"Anne conveys how much she loves her husband, and that she values her love of her husband more than money; more than anything anyone can imagine† (5-6) . Both authors both use literary concepts to make their writings easier to understand and interesting to read. In â€Å"Story of an Hour†, Louise Mallard learns about a railroad disaster from her sister and her husband’s friend Richard. Brently Mallards name leads the list of those â€Å"killed† (1). At first she weeps in her sisters arms. However, she soon begins to recognize a different sensation. â€Å"A whispered word escapes her slightly parted lips. Under her breath she was says: Free, free, free† (11). This tells us that she is indeed free from the marriage that has kept her repressed. At the same time, love brings on more meaning in â€Å"To My Dear and Loving Husband†. Anne states, â€Å"I prize thy love more than whole mines of gold, Or all the riches that the East doth hold† (5-6). This tells us that she values their love very much; more than anything money could buy. She does not care how rich the people in the East are; she already feels rich because of the love that she and her husband share. Anne conveys that she is a happy wife because he has given her all her happiness as indicated in the line â€Å"If ever wife was happy in man, Compare with me, ye woman if can† (4). Clearly, she is proud of the love she and her husband have for each other. Both women eventually experience love to the death, both physically and mentally. In â€Å"To My Dear and Loving Husband†, Anne strongly believes that their love can be preserved; that it will last forever. In the last line of the poem, â€Å"Then while we live, in love let’s so preserver, Then when we live no more, we may live ever† (10-11). Anne is speaking from her point of view. She believe that even if one day, that they are dead, their love will still live on forever. In the â€Å"Story of an Hour†, Louise Mallard’s husband shows up at the door of their house and she realizes that her husband was never on the train. Her heart gives out suddenly; ironically given by the doctor attribute this to â€Å"the joy that kills† (23). In both pieces of writing, each character had experiences more or less love in a different way. One man disallows his wife to unable to make her own life decisions; the other stands by his wife with unconditional love. In Louise’s case, she experiences real freedom during the absence of her husband’s domination. Even if it was a short hour, it was the time when all her dreams came true. I believe that Mrs. Mallard’s death was not only because she was shocked to see her husband, but because she was sad about the loss of her new-found freedom. In Anne’s case, she is enjoying her relationship with her husband, as her husband is the kind of man that treasures his wife. The story and poem both discuss love. The poem tells us that some people view love so strongly, that they truly believe in eternal love, that their love will continue even after they die. In the story, the husband and wife do not have enough love between one another: one is giving and the other is taking. Therefore that kind of love does not last eternally. It is the love demonstrated in â€Å"To my Dear and Loving Husband† that is the cornerstone for every marriage; true love operates both directions. WORKS CITED Bradstreet, Anne. â€Å"To My Dear and Loving Husband†. Literature: An Introduction to Reading and Writing. Ed. Edgar V. Roberts and Henry E. Jacobs. 8th ed. Upper Saddle River: Pearson, 2007. 1169. Chopin, Mary. â€Å"Story of an Hour†. Literature: An Introduction to Reading and Writing. Ed. Edgar V. Roberts and Henry E. Jacobs. 8th ed. Upper Saddle River: Pearson, 2007. 342-344.

Abu Dhabi Airport Company Tourism Essay Example

Abu Dhabi Airport Company Tourism Essay Example Abu Dhabi Airport Company Tourism Essay Abu Dhabi Airport Company Tourism Essay Abu Dhabi Airport Company ( ADAC ) is in the Capital of UAE. ADAC is one of the biggest operator of Airports in the UAE. It was been established in March 2006. It is governed and owned by the UAE authorities itself. Headquarter of the company is in Dubai i.e. Abu Dhabi International Airport. This company when created kept few really of import things ever in their head. Abu Dhabi Airport Company besides operates the biggest Al Ain International Airport, the first private jet airdrome i.e. Al Bateen Executive Airport and in the Western Al Gharbia Region it operates Sir Bani Yas Island and Delma Island Airports. Board of Directors: The members of Board of Directors for Abu Dhabi Airport Company are as follows: H. E. Khalifa Mohamed Al Mazrouei Chairman A ; Managing Director HE Mubarak Hamad Al Muhairi Board Member HE Rashid Bin Lahij Al Mansouri Board Member HE Fahed Gharib Al Shamsi Board Member HE Mohamed Sultan Al Hameli Board Member HE Khalifa Mohamed Al Mazrouei is the Abu Dhabi Airports Company s Chairman and Managing Director. He takes attention and supervises the operation and direction of services at five airdromes in the Emirate. At ADAC, he helps and decides the manner for enlargement in substructure and installations taking topographic point in the emirate s air power sector. Organization Chart General Overview Abu Dhabi Airport Company ( ADAC ) is one of the largest operator in UAE of airdromes and it has the five most of import airdromes under its direction which are Abu Dhabi International which is anyways one of the largest, Al Bateen Executive, Al Ain International, Sir Bani Yas Island and Delma Island Airport. All of the five are being operated by ADAC. It has been Abu Dhabi Government s primary plus and is a multi-billion dollar investing undertaking. Traveling frontward they have now decided to develop a figure of concern and logistics Parkss in commercial sector. Abu Dhabi Airports Company is a public joint-stock company being constitutional by Emiri Decree figure 5, of 4th March 06, to forefront the development in the universe of the Emirates air power industry. It maintains, Operate and mandate airdromes substructure and its installations in the best manner to world-class criterions. ADAC oversees airdrome services given by private houses and other stakeholders in the best manner . Emirates airdromes are besides provided with proficient and direction services to allow or may be better than any other international criterions of efficiency. Run free zones has besides been established. ADACs creative activity was together with an ambitious restructuring enterprise that was launched by the Abu Dhabi s Government and it aimed at presenting better authorities services non merely to back up the Emirates long-run scheme but besides to transform it into a Centre for transporting out concern and touristry. This did assist them to increase the touristry in the state. They keep on bettering themselves to run into the international criterions and seek to keep it. Abu Dhabi Airport Company ( ADAC ) even after being one of the largest companies still believes in following six chief schemes. They are: Safety and security: This is the foundation upon on which all other advancement are based and therefore they are dependent with ADAC s end which non merely ensures that the airdromes it manages and operates are specified as amongst the safest in the universe but is besides the most convenient, dependable, and enjoyable airdrome. They are really serious and rigorous about the safety and security of the airdromes. This is one of the grounds of people wishing to pass through from their airdrome. There are regular and everyday cheques which guarantee that everything is perfectly all right in and near the airdromes. Customer service: Abu Dhabi Airport Company ( ADAC ) is very certain and confident when it comes to client service. They believe in quality than measure. Their committedness to client service is chiefly built on the companies promise to and towards the customers/passengers and air hoses that they will supply most safe and unafraid environments from which they can go. This makes the clients most satisfied and hence they travel tension free from this airdrome. Meeting capacity demands: Meeting Capacity demands had ever been an issue for many airdromes companies. Their prognosis says that by 2015 they would hold about 20 million customers/passengers pass throughing through Abu Dhabi International Airport entirely. To do this successful and to run into these capacities of theodolite is their precedence. They have set a big graduated table development programme to do this successful and do its airdrome s equipped with world-class installations. Efficient operation: ADAC s focal point on efficient operation means it puts a focal point on operating and pull offing its assets to optimum consequence and, from its origin it has employed a series of private sector partnerships, joint ventures or franchise understandings, every bit good as pulling on its internal endowment and experient executives which help them to accomplish the efficiencies and quality ADAC seeks and its clients expect. They are really peculiar about this. Corporate societal duty: ADAC is really peculiar about Corporate Social responsibilities excessively. They have hence employed people from different sectors to do this successful. Developing ADAC as a universe category company: ADAC s aspiration as other companies is to go a first company that leads in best pattern of supplying best service both in the UAE and internationally. This means they want to pull the best spouses from all over the universe every bit good as guarantee the highest degree of internal procedure and criterions. In the short clip Abu Dhabi Airport Company has received a figure of important and celebrated awards from regional and international organic structures, which includes: The best airdrome in the Middle East and Africa , in footings of service quality, courtesy and client service by The Airports Council International ( ACI ) , The Best Supplier of Airport Security Services in the Middle East by ITP Business Publishing, Supplier of the Best Baggage Delivery Service in the World from Skytrax, The Best Station award by Sri Lanka Airlines, Airport Service Quality Awards 2008 by The Airports Council International ( ACI ) and In-flight Catering Quality Assurance ( ICQA ) Gold Standard Award for 2008 by IATA. Competitive Advantage There are many advantages of the Aviation industry. It s a flourishing industry presently. There is a immense growing which has been found in the traveling of people through Airways. ADAC is one of the biggest airdrome authorization in UAE, which makes and gives it a better advantage in footings of supplying service and spread outing. International Expansion for the company After making so much ADAC now wants to turn as international operator and proprietor of the airdromes. They had been successful in the UAE. Now they want to spread out themselves and do them successful in the World. In footings of riders ( +34 % in Q1:2008 ) , infrastructural development, and acquiring new air hose operators, ADAC is one of the best turning airdromes in the universe. The airdrome is now undergoing a major enlargement and the entire sum earmarked for undertakings is US $ 6.8 billion. They should now be believing of going an international proprietor of airdromes. They have done really good in the current concern and now should travel for globalisation. Expansion in European state: France Harmonizing to me they should now be spread outing their concern in France one of the most of import state in European market. This would give them entree to the European market. France is situated in the Western Europe. It has several abroad districts and islands which are located on the other continents of the universe. This would give ADAC an entree to major parts of the universe. Because of its form France is besides known as lHexagone ( The Hexagon ) . It is bordered by most of import states. They are Belgium, Germany, Switzerland, Luxembourg, Italy and Monaco etc. Not merely is this but France besides linked to the United Kingdom through the Channel Tunnel. France portions its boundary line Gallic Guiana with Suriname and Brazil, and through Saint Martin with The Netherlands. France is the largest west-European state and possesses second-largest Exclusive Economic Zone in the universe. One of the of import establishing members of European Union is France. In the Europe it has got strong economic, cultural, military every bit good as political influence. France colonized i.e. took over great parts of North America during late nineteenth Century. The Legal, Technological and Political Factors: Before you really plan or think of traveling globally i.e. globalisation in any another state you should be look intoing the Legal, technological and political factors impacting that state. You should be certain that there is no regulation or policy which can impede the growing of your company in that state. Once you are clear about these factors you should so get down working towards globalisation. The political factors Before you plan of traveling your concern to France you have to look into many things which include the Legal, Technological and the Political Factors. When we talk about the political factors we talk about the revenue enhancement. The sort of Tax France has may be a existent factor that any approaching concern should believe about. It can either make your concern or can destruct it wholly. Along with this the labour cost is a bit high in France as compared with the UK and USA. The high revenue enhancement degree can be harmful for any new concern, nevertheless it could be reduced by good set uping the company, which means set uping the company in all, the advantages and possible net income brought by the proposed concern mostly overweight the disadvantages. How to set up the new company to accomplish success Since start an airdrome company is existent and besides involves more net income, it still necessitate see the manner to exert this concern activity with refering Legal factor, Technology factor and Social civilization. Once these are in the topographic point and are been taken really earnestly things can be easy. The legal factor France has many international Airports. As they already have airdromes therefore spread outing concern in France would non be so hard. France believes in civil jurisprudence system which is based on Roman jurisprudence and with significant trust on statute jurisprudence. There are 7 common company manners in France. ( Gordon C, 1996 ) The most popular manners are the Societe Anonyme ( SA ) and the Societe a Responsabilite Limitee ( SARL ) signifier every bit good as the Societe en Nom Collecitif ( SNC ) . To a new little house, SARL manner might be more favourable for following three grounds: SARL and SA signifier has limited liability i.e. the liability to their capital part is really limited, where as SNC has unlimited liability. Hence even if you have maximum hazard still and if in instance the concern prostrations still SARL can protect the laminitiss of the company and can profit them. Besides with limited liability of house s legal construction compared with that of SA manner, SARL is non composed to put up board of managers, which means, one bed could be removed within the company design. Third, SARL minimum capital registry required is a‚Â ¬9,000 about as compared with SA signifier. Therefore based on accounting cognition and the nonsubjective legal system, for a new start little concern, SARL construction will be more favourable. The societal civilization and technological factor Whenever you plan any new concern activities you need to concern about specific civilization background and the engineering available. So when a new start company designs their occupation and construction, they must be certain and should pay more attending to these factors since one time these agreements created, altering them will be really hard. In a really existent sense power and authorization within the organisation prevarication with the owner/manager. Infrastructure Features When we say substructure it means the substructure required to spread out the concern in that state. France is ready to give surplus of substructure demands in their state if any company wants to spread out their concern in France. Once you have planned your schemes of come ining into the France market you get entree to their merchandises. Fiscal Consideration This is once more a really of import factor to be kept in head for globalisation. It is really of import to cognize the fiscal standing of the state you are be aftering to spread out into. When we talk about France they have the capacity to pass. A good ball of the entire population in France has the capacity to gain and pass large. Labor Factors: This would assist you to understand the cost of getting/hiring Labor in that state. France has a strong base in Education. Hence Labor would non be an issue in that state. Demographic factors Traveling back to the twelvemonth 1999, the population of France was 58,518,748. The population in France was low as compared to other states in the Western Europe. To maintain the population up and better, household allowances were distributed to each family/child, and that was without any limitation on income. The mobility of population from urban to rural countries and from part to France part is a batch which makes things better for them. Social Division: We can non deny the fact that there are many factors which has improved the criterion of life of France a batch. At the same clip it besides been observed that they are making a wider societal division in footings of fiscal power across the society. After the Second World War the old societal order changed. The enlargement of in-between Class household in France reduced the difference between the equality of wealth about in many societal groups. In today s universe money, power and success are playing major function above birth in finding a individual s societal position.The another major alteration that took topographic point in France is the adult females function growing in the present society. Merely by early 1970s, adult females besides started taking occupations in many service sectors this spread outing the service sector. Today in France adult females contribute about 45.9 per centum of all employed Gallic workers. Even though adult females are being paid less than work forces still the unemployment ratio of Women are much less than that of the work forces. It s besides been noticed that adult females have played a turning function in political relations. There are many fit illustrations of adult females who pursued successful callings in political relations. Even though they are turning about in every sector still it s been noticed that their representation in the national parliament is lower. There are many societal divisions which still remain seeable in France. It s composed largely of many taking politicians, some most senior civil retainers, turning concern leaders, and affluent households which still got a strong clasp on the levers of power. Nowadays in-between categories are extremely stratified. When we talk about the white-collar workers, there are chiefly two different groups. They are: Up, Successful mobile senior executives and extremely professional who have good disbursement power and got really stable Jobs. Peoples in retail, clerical and nutrient and drink occupations are turning in mass and their criterion of life is still non up to the grade. They still live low standard life. Out of these blue-collared families you have a really little proportion of university pupils. Class consciousness is still really strong in France. Symbolic capital plays a big and major function in the societal category, and non merely wealth but besides the household connexions and their lifestyle find one s societal place and chances in France. Family construction Families are still the anchor of Gallic individuality and the community life. Though may be these yearss twosomes marry subsequently and would wait longer to hold kids. May be in bigger towns this would be altering but throughout France you can see large households traveling out for Lunch together or may be for a field day or taking portion together is some sort of athletics and leisure. If we talk about little small towns or town, it s truly non difficult to retrieve any two or more people related to each other. The basic unit of Gallic society traditionally is household. Nuclear households are now been found in France, earlier it was extended households. Merely after the World War II this is been noticed. However matrimonies have decreased which has besides resulted in addition in divorce in France. Market Features: Entering into the market of France is non so hard. What matters is the enlargement in the right manner and right signifier. The market of France for Aviations seems to be really positive. Harmonizing to the World Bank Data French economic system is among the 20 most productive in the universe. France has a strong base of educational system. A big per centum of immature Gallic people complete a grade in university every twelvemonth which means it provides a big figure of educated and trained persons every twelvemonth. Along with this the political aid is once more the chief ground of thought of spread outing concern in France. Not merely this, the economic system besides provides figure of strengths to proprietors who are believing and idea of spread outing their concern in France. France has been ranked the 21st most concern friendly state in 2010 by Forbes ; whereas World Bank has ranked it the 26th best state. They are utilizing progress engineering which makes this clear that they are turning and are really positive in allowing others get their concern and expand in the state. The Gallic people exposed to low corruptness, strong base of instruction, personal freedom and a high quality of life. Many Companies who planned to spread out their concern in France have great entree to the educated persons and foreign employees which is done through the state s rank in the European Union. It takes around 7 yearss merely to get down a concern in France even though revenue enhancements are really high as compared to many other European Countries. ( Tian, 2010 ) Section 3 Cultural Factors Cultural factors are once more really of import and have to be kept in head before you plan any state for spread outing your concern in that state Language The linguistic communication spoken in France is chiefly Gallic. It is their first linguistic communication is every bit been used by about 88 % of the population. Some of them do speak German but the per centum would be about 3 % of the population merely. Another linguistic communication which is spoken in France is Flemish which is merely 0.2 % of the Gallic population. Very few of them besides speak Arabic. In Dubai, Arabic is their official linguistic communication. However, everyone in Dubai would be able to talk in English. You would happen all street marks are in both English and Arabic linguistic communication. You would happen about everyone speech production in English in Dubai as it s easier for them to pass on. Not merely in professional and corporate evidences besides in societal and personal evidences, would you happen people talking in English than in any other linguistic communication. ( Social Culture ) Religion While speaking about France you would happen around 83 % to 88 % Roman Catholic, about 2 % would be the Protestant, 1 % ( approx ) Jewish, and 5 % to 10 % Muslim. In Dubai it s about opposite. You would happen about most of people are Muslims as Dubai is in the United Arab Emirates. They merely belief in Islam and there are Mosques scattered everyplace in the City. You would be able to hear supplications 5 times about every twenty-four hours, which are busiest on Fridays. Geert Hofstede Cultural Dimensions This is the survey in which you analyze how civilization influence values in the organisations. The manner of concern communicating in France is really formal. They liked to be called as Monsieur or Madame followed by the family name. They believe in interacting in this manner merely. If you know their national civilization they might so travel towards the usage of first name. They do believe in agitating custodies and caressing is common non merely among friends but even concern spouses may travel in that way. They are really sensitive about their female parent lingua i.e. Gallic. If you do non cognize even a spot of Gallic it could be really hard for you. National civilization affect on operations of the organisation National civilization plays a major function in spread outing or destructing your concern. Your concern does depend on the sort of civilization the state you are be aftering to spread out is following. As we are speaking about France here their civilization is really formal and they believe in speech production in Gallic. In the beginning it might be hard to spread out at a fast rate but one time you mingle with the state it would be really easy to travel farther. Market Entry Strategy As the word says, it merely means supplying service to a peculiar market and administering goods at that place. Traveling concern to France would non be so hard if the schemes are planned good in progress before doing it a world. When you start exporting or importing goods you are really set uping and pull offing contracts in foreign. There are chiefly four ways which are: Exporting: Exporting merely means directing the merchandises outside the state to the coveted state through any manner of transit. It means the merchandise is been developed in the original state and is merely been sent to the targeted state. The targeted company is importing the merchandises from the bring forthing companies state. Licensing: Licensing means you have the licence to do and bring forth merchandises in the targeted state. In simple words the targeted state has allowed to utilize their belongings and to make the same you need to pay some kind of Tax. Joint Ventures: It means that you open in partnership and the spouse is a occupant of the targeted state. This take topographic point largely when targeted state does non let license straight to the company instead ask to convey a spouse and so open the concern. Direct Investing: Foreign Direct Investment besides known as FDI is the direct ownership of installations and merchandises in the targeted state. It involves many factors like capital, engineering and personal. ( Market Entry ) Marketing Strategy that ADAC should use: ADAC should travel for Joint Venture as that would offer them a safe entry in the targeted state which is France. This would assist them to acquire the most of import resource which is employees who would be able to talk fluid Gallic. This would assist them to increase the concern to the extent they are be aftering to. Decision The quickly turning air power and touristry has created a demand for new tracks and airdromes. This is the right clip when companies like ADAC should be believing of spread outing their concern every bit much as they can but safely. They should be spread outing the concern but by keeping the quality of their service. There following state where they should spread out their concern should be France as it helps them in many ways. It gives them entree to about major parts of the World. This should assist them to turn bigger and bigger in approaching yearss.

Leading in the Darkness and the Light - Answers Essay

Leading in the Darkness and the Light - Answers - Essay Example As the rescue went on, the miners demonstrated different forms of leadership. First, there was evidence of servant leadership as one of the miners who was a trained paramedic went about helping his colleagues and giving advice on what they should do. That demonstrated empathy, which is a characteristic of servant leaders (Northouse 220). Also, the shift foreman demonstrated servant leadership as he made sure he was the last to come up. The miner that used humor demonstrated transformational leadership as he tried to motivate the rest and keep their morale up (Northouse 186). The pastor demonstrated authentic leadership as he remained hopeful and kept their hope up during the time. Above the ground, there was a demonstration of various forms of leadership. President Pinera demonstrated authentic leadership as demonstrated by his optimism and commitment to the rescue (Humphrey 259). Mining Minister Golborne, on his part, proved to be a servant leader. That was evident from the empathy he showed towards the trapped miners as he spent most of the time at the site. Engineer Sougarret led the drilling project. In the process, he enabled creativity as his team sought different ways to locate the miners. He thus demonstrated transformational leadership. Unlike the case of Hurricane Katrina and the BP oil spill, the miners’ crisis in Chile saw the government take responsibility. The President and his Mining Minister took over the rescue operation as contrasted to the US situation where the Government left that to someone else. Unlike the US cases where the operation moved from one solution to the other, the Chilean rescue had some organization and control. There was a plan A, and B. They had a plan and knew the steps they would take. To keep things running, the mining Minister was ever present at the site and the President made an appearance from time to time. That was not the case in the case of Hurricane Katrina and the BP oil spill.  

Reader Response to Bartleby the Scrivener Essay Example | Topics and Well Written Essays - 750 words

Reader Response to Bartleby the Scrivener - Essay Example It could be argued that the lawyer gets a scrivener after his heart to help him know himself better. In a significant piece of self-analysis, the narrator says, "though I belong to a profession proverbially energetic and nervous, even to turbulence, at times, yet nothing of that sort have I ever suffered to invade my peace." He is "one of those unambitious lawyers who never addresses a jury, or in any way draws down public applause; but in the cool tranquillity of a snug retreat, do a snug business among rich men's bonds and mortgages and title-deeds. All who know me consider me an eminently safe man"(par.3). The position of the subordinates in his office is also preeminently safe. His permanent staff of scriveners consists of a uniquely eccentric trio called Turkey, Nippers and Ginger Nut. Their idiosyncrasies may have led a less phlegmatic employer to dismiss them, but the narrator merely consoles himself with the thought that " I never had to do with their eccentricities at one time. Their fits relieved each other like guards. When Nippers' was on, Turkey's was off; and vice versa. This was a good natural arrangement under the circumstances" (par. 13). As for Ginger Nut, "to this quick-witted youth the whole noble science of the law was contained in a nut-shell" (par. 14), says the narrator with an almost paternal indulgent irony. The point is that this was the state of affairs in the narrator's office before Bartleby joined them to fill a temporary position. What of Bartleby at this time At least, he shows sufficient initiative to apply for the position and seems to have possessed enough enterprise to impress his employer. As the narrator remarks, "I engaged him, glad to have among my corps of copyists a man of so singularly sedate an aspect, which I thought might operate beneficially upon the flighty temper of Turkey, and the fiery one of Nippers" (par.16). And what of his first days at work The narrator describes it thus: As if long famishing for something to copy, he seemed to gorge himself on my documents. There was no pause for digestion. He ran a day and night line, copying by sun-light and by candle-light. I should have been quite delighted with his application, had be been cheerfully industrious. But he wrote on silently, palely, mechanically. (par. 18) Although, or perhaps, because, he had done an extraordinary quantity of work, Bartleby politely refuses to have anything to do with the checking of the documents for mistakes-he 'prefers' not to. No explanation is given by Bartleby, or by the narrator. Was it a supreme confidence in the infallibility of his written work No, because he also refuses all other kind of work such as reviewing the writing of others, running simple errands, or anything of the sort. Later, he declares that he has "decided upon doing no more writing"(par. 126) and he finally informs his employer "he had permanently given up copying" (par. 133). What is the cause of this change in Bartleby Is Bartleby perhaps the narrator's alter ego, providentially chosen to reveal to him his own essential inner self When he realizes that Bartleby had nowhere to go after office hours, "a feeling of overpowering stinging melancholy" overwhelms the narrator: "The bond of a common humanity now drew me irresistibly to gloom. A fraternal melancholy! For both I and Bartleby were sons of Adam" (par.89). After

Recommendations and Conclusions Essay Example | Topics and Well Written Essays - 250 words

Recommendations and Conclusions - Essay Example The high rates of consumption in the world give the product higher chances of survival and even beating other products in the market and therefore should be taken into consideration in the future planning On the factors that that influence the consumption, there is need to do thorough research on the psychological and cultural factors as they influence the attitude which directly affect the sale. The perception and attitude towards the product begin in the mind and transfer on the belief systems, values and culture. It is these factors that affect most the consumptions and therefore the company should spend most of their effort and energy to investigate and find out the actual fact underlying them in order to reduce negative impact. In conclusion the Dasani water as a product has a future prosperity in the market if the challenges associated with marketing and advertisement is overcome. The consumers will continue to develop positive attitude if their complaints are identified and appropriate measures are taken in place

Introduction To Workforce Diversity Commerce Essay

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

White Shark :: essays research papers

This book is about a man shark that was created during World War two. The man shark was an experiment by the Russians for war. The Russians were transporting it in a u-boat the u-boat was shot and sank by enemy airplanes. The U boat plunged down to the sea floor thousands of feet below sea level .In 1996 two Submersibles went down on a documentary for national geographic. They discovered a brass box that looked like a coffin but It was too ling to be a coffin the rectangular shaped box was about 9 feet long and 3 feet wide. They finally decided to take it to the surface to find out what was in the coffin looking box. When the box was aboard the ship there was a curious crewmember that had wanted to see what was inside the box. The man thought it wouldn’t harm anybody so he lifted the cover a bit and out of the darkness of the box sprang a man shark with metal claws and metal teeth. The creature took the man to the bottom and fed on its kill. The man shark found its way to a p lace called waterboro there it had killed people and sea creatures. Then it had found its way to land and killed a bunch more people and animals. On an island there was an institute for marine life but mainly white sharks. It was mainly by a man named chase he studied the man shark. And then finally the shark man came on the island and tried to kill chase but chase tricked the man shark into going into an air compression chamber. There he turned up the pressure and boom! The man shark exploded into bits. The main character of White shark is chase Simon he is about 5 feet 6 inches tall he has dark hair and he is pretty strong he is about in his twenties. He is a nice person that loved animals especially white sharks and he is also smart brave and nice The main character traits for chase are that he is determined and brave. I choose determined because he was very interested in white sharks so he was determined to learn about them and find out new things about them and why they do things. Chase is brave because he was swimming with great whites and he also killed the man shark and he was the only one that did it.

The contribution of Corporate Social Responsibility (CSR) to Shell Nigeria’s Corporate Strategy

Introduction Apart from profitability, the primary objective of business also includes sustenance of operations into the long term, receiving repeat business and thereby achieve the satisfaction of the needs of its shareholders. This necessitates the examination of operations with a view to advance objectives such as sustainability which entails being ethical and observing social responsibility. To many businesses operating in the modern competitive global economy, however, being ethical or socially responsible in the conduct of business presents an ongoing challenge (Wheeler et al., 2010). With a focus on Shell Nigeria, this report critically evaluates the concept of corporate social responsibility (CSR) assessing its contribution to the company’s corporate strategy. It begins by assessing the industry background of the oil sector in which Shell operates bringing forth the issues that impact the company and its stakeholders in their engagement. The report then looks at the concept of CSR, assessing its theoretical basis and the actual pursuits undertaken by the company. This culminates in the evaluation of the contribution of these initiatives to the company’s corporate strategy. Shell Nigeria Shell Nigeria is an arm of the multinational oil corporation Shell Corporation operating under the entities Shell Petroleum Development Company (SPDC) Nigeria Limited, Shell Nigeria Exploration and Production Company (SNEPCO), and Shell Nigeria Gas (SNG). It has had a presence in Nigeria since its foundation by Royal Dutch/Shell Group in 1936 and has been involved in onshore and offshore exploration and production of oil and natural gas (Shell, 2011). The company’s operations spread out within the Niger Delta (Nigeria) and constituting the Group’s international supply chain comprise 6000km of flow pipeline networks and stations, oil fields and producing wells, gas plants, and two major export terminals (Royal Dutch Shell, 2012a; OPEC, 2011). The parent company, Shell Corporation, is one among major entities participating in the exploration, production, distribution and sale of oil and gas across the globe. The company manages multinational subsidiary petrochemical and energy companies operating in over 80 countries (OPEC, 2011). Exploration and extraction operations of crude oil and gas in Nigeria form an essential component of Shell Corporations upstream supply chain. Its downstream supply chain is engaged in refinery and distribution of oil and gas, as well as trade and shipping of crude worldwide. The company is also involved in the manufacture and marketing of a range of products including petrochemicals for its industrial customers. Its daily volume of production entails 3.2 million barrels of oil and gas (at 48% this output) delivering refined fuel oil to consumers through its 43,000 Shell service stations across the globe (OPEC, 2011). Nigeria is important for Shell accounting for about a quarter of its worldwide production with an estimated contributed share in profit averaging $1.8 billion annually. This represents 10.4% of upstream operational profits and 7.3% of total profit (Shell, 2011). Given its importance to the Group’s upstream operations, any challenge on this front adversely affects global operations of the multinational corporation (Royal Dutch Shell, 2012a; Emesh, 2009). Several challenges beset multinational oil corporations operating particularly in developing countries as explored below. The dilemma of oil companies operating in developing countries Significant oil and gas reserves are found in developing countries of Africa (OPEC, 2011). These countries often lack the resource capability both in terms of financial capacity and infrastructure to conduct exploration and extraction operations of oil and gas. This explains the presence of multinational oil corporations such as Shell in these countries and in regions such as the Niger Delta of Nigeria which holds significant oil reserves deemed to be among the largest in Africa (Wheeler et al., 2010). Operations of oil multinationals in these developing countries are however fraught with huge challenges brought about by the political and social situations which characterise them. Due to their structural and institutional weaknesses, these countries are often prone to recurring conflict and political instability which portends violence and risks to investments (Wheeler et al., 2010; Idemudia, 2009). However, with much to gain from the exploration and exploitation of oil and in spite of the risks and attendant challenges, the multinational oil corporations value the acquisition of market share (Emesh, 2009). It is also noteworthy that profits accrued from the exploitation of the oil resource have historically been misappropriated, benefitting a few influential people in the local and national governments while the host communities and citizenry at large suffer poverty. With an abundance of oil revenue, a corrupt leadership forego accountability to constituents and undermine political and economic institutions while focus on oil wealth stifles diversification of the economy into other essential sectors (Emesh, 2009; Olowu, 2011). This scenario has often exacerbated the political and social situation, increasing the occurrences of conflicts and violence and threatening sustainability of business and integrity of the supply chain (Wheeler et al., 2010). The discontent of host communities and stakeholders at the local level has led to acts of vandalism, sabotage and disruption, as well as outright insurgency which not only threaten operations but also impact the prices of crude oil internationally fomenting unnecessary fluctuations (Olowu, 2011). This alongside the adverse environmental impact of the extractive industry in general and impacts on human rights has often injured the reputations particularly of oil multinationals such as Shell Nigeria. They have promoted the perception that such companies are merely profit-oriented and care less about the impacts of their operations (Idemudia, 2009). Such global concern over these issues has hitherto led to threats of and actual boycotts of Shell products, costly lawsuits and liabilities, and in addition to attendant inefficiencies and security of assets and resources, these challenges have not only impacted Shell’s local operations in Nigeria but have hindered the potential of the entire multinational corporation internationally (Olowu, 2011). Companies such as Shell, therefore, continually need to evaluate political and social risks assessing probable effects on their business and the investment climate, as well as the impact on their profit forecasts and sustenance of operations (Olowu, 2011; Fombrun, 2001). This scenario has illustrated that adverse effects can have dire consequences for the entire business beyond its local operational environment. In order to sustain their business and even achieve growth and expansion, it is imperative for companies to enhance their relations with society ensuring that they are strong and mutually beneficial. Beyond the profit objective, multinational corporations are increasingly demanded of to engage with host countries and communities and CSR has become one of the strategies towards this endeavour (Haigh and Jones, 2006). In response to this demand and in the attempt to shore up its reputation and to build goodwill with local communities, Shell has developed policies and programs aimed at taking on social responsibilities. These programs focus on poverty alleviation, dealing with challenging human rights issues, and the pursuit of sustainable development, seeking to lower the negative environmental impact of their activities (Shell, 2011; Olowu, 2011). These practices are generally referred to as corporate social responsibility (CSR). They can serve as a channel through which to nurture relations with society and stakeholders in general so as to address this dilemma that companies face in the modern business environment (Driver, 2006; Haigh and Jones, 2006). In this regard, it can act dually as an avenue for ethical and social responsibility and as well a worthwhile and essential business strategy. However, finding the right approach and the right initiatives to undertake is challenging for many entities as expectations are very high and diverse particularly in developing countries. As well, in most cases, the development initiatives anticipated should ideally be the prerogative and duty of respective governments and authorities. Their pursuit enables these public agencies to disregard their duties and to forgo accountability to their constituents, a free hand to misappropriate what would otherwise be spent on development (Frynas, 2005). Corporate Social Responsibility (CSR) CSR is a fast-growing concept in which organizations consider the interests of various stakeholders including society, the environment, and the community in which they are established, taking responsibility for the impact of their activities. It refers to activities that a corporate entity engages with and which are aimed at investment into better and stronger relations with stakeholders and society (Bourne, 2009). This commitment is a voluntary endeavour to improve quality of life for local communities and society at large and extends beyond the basic requirement to comply with regulations or legislation (Boyd et al., 2007). Though historically consider to encompass corporate philanthropy, the concept can now be summarized conveniently in the phrase†¦Ã¢â‚¬Å"doing well by doing good† which is inherent in a firm’s accountability and which underlies its social contract with society (Driver, 2006). It encompasses concepts such as corporate accountability, corporate citizenship, business ethics, sustainability, as well as social responsibility in investment and community involvement (Fombrun, 2001). CSR is thus not the sole responsibility of the multinational corporation, but it also concerns the host communities and countries that can engage in planning and in the push for implementation of activities. This, however, gives the pursuit an arbitrariness that makes assessment of success and effectiveness quite challenging. Success in business and sustainability of operations significantly depends on an organization’s capacity to maximize benefits accrued from its resources such as financial and human resources, physical assets, as well as intangible resources such as goodwill from stakeholders and society in general (Werbach, 2009). This is quite evident in challenges that have beset Shell’s supply chain stemming from challenges in its operations in the Niger Delta. Even with the right mix of financial and human resources, as well as an adequate asset base, the lack of goodwill leading to discontent locally and globally and acts of reprisals has in the past led to disruption of operations and loss of potential which have had widespread implications, including adverse effects on profitability, the company’s reputation, as well as the prices of crude oil in the international market. In this regard CSR has become a significant component of Shell Nigeria’s corporate strategy in its quest for mutually beneficial engagement with stakeholders and achievement of requisite goodwill (Shell, 2011; Olowu, 2011). Through the proactive pursuit of CSR, companies can take responsibility for the impact of their operations and welfare of host societies, as well as stakeholders in general. Though perceived as an outlay that is difficult to recoup, there is evidence of potential reciprocal effect and business sense in CSR investments attributed to its creation of value and enhancement of stakeholder relations (Driver, 2006;). Due to the general lack of infrastructure and development projects provided by respective governments in developing countries, the need for CSR covering broader roles such as poverty alleviation, good governance and development is prominent. Multinational corporations such as Shell come under heightened expectations to fill in the gap providing the requisite development (Wheeler et al., 2010). The initiatives undertaken by Shell towards CSR are explored. Critics bemoan this reality in the expectation for intervention by such business entities on matters outside their primary objective. They posit that this demand influences and affects the conduct of business in the increasingly competitive business environment posing a challenge to strategists in the choice between meeting business objectives and shareholder satisfaction on the one hand, and the needs of the wider stakeholder base on the other (Frynas, 2005). This further complicates the development of corporate strategy given the need to focus on a number of extraneous issues often with private entities arrogating themselves duties that ought to be performed by the state or local councils. Such realities hinder the effectiveness of CSR initiatives and particularly its contribution to the company’s corporate strategy. CSR initiatives of Shell Nigeria are thus evaluated in the following section. CSR initiatives of Shell Nigeria Numerous activities that Shell engages in its pursuit of social responsibility are herein evaluated to assess their effectiveness and therefore contribution to the company’s corporate strategy. Initiatives undertaken by Shell Nigeria in its CSR pursuit cover external aspects such as environmental protection, community relations and human rights, as well as internal aspects such as principles and codes of practice, product stewardship, stakeholder and employee rights, and transparency (Shell, 2011; Idemudia, 2009). Shell Nigeria and the entire Group takes up an active leadership role in the development of codes of conduct and practice governing workplaces and their engagement with facets of society (Royal Dutch Shell, 2012b; UN, 2011). The company has also supported development through programs in education, health, construction, commerce, agriculture, transport, etc. benefiting local communities (Olowu, 2011). Additionally, the company alongside others in the oil industry command leadership in programs promoting CSR internationally on various fronts. This has been facilitated by Shell’s new and sophisticated approach they refer to as Community Development (CD), offering a paradigm shift to environmental responsibility, social welfare, human rights, and political responsibility, among other issues of CSR (UN, 2011). This approach entails greater stakeholder engagement bringing together many entities including NGOs, state and local governments, and community leaders in identifying and implementing projects, ensuring increased local ownership, transparency and accountability (Idemudia, 2009). Numerous projects have been successfully undertaken through this approach over the years especially benefiting areas in which the company’s infrastructure is located and/or flow lines traverse (Royal Dutch Shell, 2012b; Olowu, 2011). Goodwill generated from such â€Å"investments† in CSR has ensured integrity of assets that were hitherto under threat which is fundamental to successful operations. Various initiatives undertaken such as the community Health Insurance Schemes, enterprise development schemes, water supply and electricity supply, among others offer worthwhile lessons through which the success can be replicated elsewhere (UN, 2011; Idemudia, 2009). This way, the company has benefited from consistency afforded enabling it to meet tight lead times and to better align supply and demand through greater efficiency. Success of development initiatives has enhanced well-being and economic empowerment of communities thereby reducing dependency for regional development which had burdened the company (Shell, 2011; Emesh, 2009). Additionally, initiatives undertaken in partnership with numerous players aimed at enhancement of the conservation of biodiversity through the minimization of the negative impact of activities have enabled reduction of environmental impact due to gas flaring and oil spills. The diversification into the production of natural gas has benefited the company significantly, becoming a worthwhile revenue stream (Royal Dutch Shell, 2012a). Through a variety of indices assessing social and environmental performance of entities such as Shell, its CSR initiatives have earned it recognition globally as a leader in responsibility and a CSR champion. These indices include: the United Nations Global Compact (UNGC)- 2010; Dow Jones Sustainability Index (DSI)- 2010; Carbon Disclosure Leadership Index – 2011, the FTSE4Good and Goldman Sachs Sustain ESG (environmental, social and governance) – 2010 (UN, 2011; Shell, 2011; OPEC, 2011). Good ratings attained in these indices are evidence of the impact that it has had in its CSR pursuit. The recognition has been beneficial in shoring the company’s reputation across the globe enhancing its corporate value and standing of its brand. However, oil multinationals (including Shell) remain at variance with local communities regarding the success and effectiveness of these CSR initiatives with the latter still not content. This represents the major challenge with CSR pursuits, particularly in cases such as this where expectations are quite high (Frynas, 2005). The actual success of Shell Nigeria’s CSR is evaluated to assess its contribution to its corporate strategy and bottom line. Contribution of CSR to Shell Nigeria’s corporate strategy Corporate strategy focuses on the organization’s overall scope with an aim to sustain growth and to achieve strategic positioning. The maximization of profits and minimization of costs is a primary goal of any business venture. This not only necessitates continuous improvement along the supply chain towards the enhancement of efficiency and effectiveness, but also entails an important aspect in the modern competitive business environment, value creation (Werbach, 2009; Kazem and Richard, 2008). Competitive advantage entails the capability a business to provide superior products, services, or value differentiating itself from its competitors. Price/cost advantage, delivery, quality and flexibility are identified as among the components of the value advantage which enhance competitive capability. To be able to sustain its competitive advantage, a company or organization has to exploit such available capabilities which are as important as resources such as physical assets, financial resources, and human resources (Werbach, 2009). However, the oil industry is characterized by minimal capacity for value addition to products and services, exploitation of a price advantage, or physical resource capabilities (Wheeler et al., 2010). It is therefore crucial for players in the industry to focus on value advantage deriving from delivery efficiency, quality, flexibility, as well as intangible aspects such as corporate value and reputation. The pursuit of corporate value and goodwill thr ough CSR is therefore crucial for an entity to achieve a sustainable competitive advantage given the intense competition and capabilities (Fombrun, 2001). According to Sachs et al., (2009) and Driver (2006), the CSR idea†¦ â€Å"ties up with the drive for sustainability which is to develop solutions for business in such a way as to meet the requirements of the current generation without compromising the ability to provide the needs of future generations in bounty and diversity.† This is the basis for Shell’s renewed and revitalised pursuit of CSR which has enabled it to assume leadership on the responsibility front, a model for corporate citizenship (Shell, 2011). Despite the challenge in defining actual benefit and achievement in sustainability initiatives, the pursuit of CSR has granted Shell an important edge in the intensely competitive environment, enhancing the company’s corporate value. Corporations invest in CSR motivated by the view on business ethics which holds that shareholders and stakeholders desire a financially stable and responsible corporation adhering to values of ethical conduct and environmental sustainability. A worthwhile brand image and reputation is thus central to strategy (Sachs et al., 2009; Haigh and Jones, 2006). This is the primary thesis of this report and which is shown to guide Shell Nigeria’s corporate strategy, as well as that of the entire Group. Benefiting from reduced civil tension, as well as oil theft and sabotage, Shell has, in recent years, managed to increase production from new ventures such as offshore deep water explorations, as well as enhanced supply chain efficiencies – achieving increases in production averaging 31% year-on-year. Diversification into Liquid Natural Gas (LNG) production has enabled the company to enhance its revenue and to develop a new market (both locally and for export). Its economic potential has generated incentive and economic impetus to enhance the capture of natural gas associated with oil reserves that would otherwise be flared (Royal Dutch Shell, 2012a; Shell, 2011; Fombrun, 2001). Reduced flaring and the clean-up of oil spills have had a positive effect on the company’s risk and reputation management warding off potential lawsuits and liabilities (Shell, 2011; Dyer and Chu, 2003). Turbulence in the political and social environment and the resultant uncertainty in supply and demand, as well as concerns over bad repute negatively affect investor decisions and therefore share prices (Fombrun, 2008). A firm that wishes to attain success in the modern business environment must keenly assess these fundamental flags and their associated costs , as well as future value or potential which significantly influence investor decisions. These may influence the company’s access to capital and to new markets and cannot be ignored (Sachs et al., 2009; Dyer and Chu, 2003). These factors can be adequately addressed through the focus on enhancement of goodwill and efficiency through social responsibility pursuits. It is evident therefore that Shell’s CSR initiatives have contributed significantly to the company’s corporate strategy enhancing its capacity to sustain its operations and to thrive despite the challenges in the extractive sector and developing countries hosting it. Conclusion Through the pursuit of CSR, oil multinationals such as Shell can gain valuable goodwill enabling success of their operations and the enhancement of their overall image and perception as a corporate citizen both locally and internationally. Shell Nigeria’s proactive community development initiatives have in the most part significantly reduced conflict resultant from discontent and grievance of local communities and global concern impacting the corporate reputation of the entire Group internationally. Reductions in civil tensions, oil theft and sabotage have enabled increased production and new ventures and as well, the venture into the capture of associated natural gas has seen the company diversify into new revenue streams and markets of LNG. These benefits as well as the bolstering investor confidence due to this revitalization are evidence of the contribution of CSR to Shell Nigeria’s corporate strategy. Bibliography Bourne, L., 2009. Stakeholder Relationship Management. CA, USA: Gower.. Boyd, E., Spekman, R., Kamauff, J., and Werhane, P., 2007. â€Å"Corporate Social Responsibility in Global Supply Chains: A Procedural Justice Perspective.† In: Long Range Planning, Vol. 40, No. 3, pp. 341-356. Driver, M., 2006. ‘Beyond the Stalemate of Economics versus Ethics: Corporate Social Responsibility and the Discourse of the Organizational Self.’ Journal of Business Ethics, 66: 337–56. Dyer, J., and Chu, W., 2003. â€Å"The role of trustworthiness in reducing transaction costs and improving performance: Empirical evidence from the United States, Japan and Korea.† Organization Science 14 (1), 57–68. Emesh, E., 2009. â€Å"Social Responsibility in Practice in the Oil Producing Niger Delta: Assessing Corporations and Government’s Actions.† Journal of Sustainable Development in Africa, Vol. 11, No.2, pp.113-125. Fombrun, J., 2008. Corporate reputations as economic asset. In: Freeman, E., Harrison, J. S., (Eds.). The Blackwell handbook of strategic management. Blackwell Publishers, Oxford, 289–312. Frynas, J., 2005. â€Å"The False Developmental Promise of Corporate Social Responsibility: Evidence from Multinational Oil Companies.† International Affairs, Vol. 81, No. 3, pp. 581-598. Haigh, M., and Jones, M., 2006. â€Å"The Drivers of Corporate Social Responsibility: A Critical Review.† The Business Review, Cambridge, 5(2): 245–51. Idemudia, U., 2009. â€Å"Oil Extraction and Poverty Reduction in the Niger Delta: A Critical Examination of Partnership Initiatives.† Journal of Business Ethics: Supplement 90: 91. ABI/INFORM Global, ProQuest. Kazem, C., and Richard, L., 2008. Sustainable competitive advantage: towards a dynamic resource-based strategy. East London Business School, University of East London, UK Olowu, D., 2011. â€Å"From Defiance to Engagement: An Evaluation of Shell’s Approach to Conflict Resolution in the Niger Delta.† African Journal of Conflict Resolution, Vol. 10, Nr.3, pp. 75-100. OPEC, 2011. Nigeria facts and figures Viewed on 8/7/2014 from: http://www.opec.org/opec_web/en/about_us/167.htm Royal Dutch Shell Public Limited Company, 2012a. Shell Petroleum Development and Exploration Company report: â€Å"Environmental Performance: Oil Spills. Shell Nigeria, Shell Petroleum Development Company.† Viewed on 3/7/2014 from www.shellreport.com Royal Dutch Shell Public Limited Company, 2012b. Shell Petroleum Development Company, Shell Nigeria report: â€Å"Improving Lives in the Niger Delta.† Viewed on 3/7/2014 from www.shellnigeria.com Sachs, S., E. Ruhli and I., Kern, 2009. Sustainable Success with Stakeholders. Palgrave Macmillan Shell, 2011. â€Å"Sustainability Report: Royal Dutch Shell Sustainability Report 2010.† In: Royal Dutch Shell Sustainability Report, pp. 1-37. Viewed on 6/7/2013 from: http://sustainabilityreport.shell.com/2010/servicepages/previous.html UN, 2011. Supply chain sustainability. United Nations global compact. Viewed from: http://www.unglobalcompact.org/Issues/supply_chain/index.html Werbach, A., 2009. Strategy for sustainability: a business manifesto. Adam Werbach. Boston, Massachusetts: Harvard Business Press Wheeler, D., H., Fabig, and R., Boele, 2010. â€Å"Paradoxes and Dilemmas for Stakeholder Responsive Firms in the Extractive Sector: Lessons from the Case of Shell and the Ogoni.† In: Journal of Business Ethics, Vol. 39, pp. 297-318.

Labour Market Analysis Report Virgin Blue Airline

Labour Market Analysis Report Virgin Blue Airline Labour demand and supply The companies that sell products to end users based on the laws of supply and demand in the market become the purchasers in the labor market since they require employees to design products and do other sorts of things to ensure that the finished products meet the requirements of the end-users. Since no employee can render a free service, companies are compelled to go into the labor market so as to purchase labor according to their considerations.Advertising We will write a custom assessment sample on Labour Market Analysis Report: Virgin Blue Airline specifically for you for only $16.05 $11/page Learn More Virgin Blue Airline determines the number of workers it demands based on some considerations. These are the costs it will incur on the labour (based on the Australian market wage), and the number of workers it needs to meet the current and predicted demands for doing business. The supply of labour in the Australian airline industry is determined by the amount of wages, salaries, as well as other benefits provided by the potential employers, and skilled workers tend to move from one employer to the other based on these influences. To make the conditions of work attractive, Virgin Blue Airline offers competitive pay, performance based rewards, travel allowances, study assistance, and many other benefits to potential employees (Virgin Blue Airlines, 2010). Labour requirements for Virgin Blue Airline increased growth Virgin Blue Airline, with a current market share of about twenty-eight percent in Australia’s airline industry, is increasingly growing to serve other routes around the world. For example, in the past one year, it has carried about 18.4 million international passengers (PPS Publications Ltd, 2010). This increased growth implies that it will need additional employees to serve the increasing number of its customers. In this regard, the company will need to hire culturally diverse employees for i t to succeed in doing global business. This will make it possible for the diverse workforce to bring different points of view in tackling issues in the airline company, which are invaluable for its success internationally. More so, since the success of a modern organization requires different inputs from people with diverse skills and experiences, recruiting such people will ensure that Virgin Blue Airline benefits from the different range of experiences that they will be bringing along for its eventual success in the international market. Since doing international business normally encounter several restrictions, for example, acceptance of the airline by the customers in another locality and customer-handling issues, Virgin Blue Airline will need to surmount these obstacles by hiring employees who are up to the task.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In additio n, another associated labour requirements in this new market is to hire employees who can speak fluently other languages, apart from English. This will ensure that the company confronts the language barrier problem that can make it lose its customers if not properly addressed. Analysis of Virgin Blue Airline existing workforce to determine areas of excesses and shortages Virgin Blue Airline, launched on 31 August 2000 with less than three hundred employees, currently employs about three thousand workers, and the number is still growing. However, until recently, the company had been concentrating on employing younger workers who were below thirty-five years of age. This raised questions about the company’s hiring process. For example, a group of eight mature former flight attendants sued the company for discrimination. They accused the airline company for not giving them jobs because they were above thirty-five years of age (Weller, 2006). The company lost the case and compens ated the former flight attendants. This implies that there are shortages of mature employees in the company and an excess of younger employees. It is important to note that experienced workers bring in the skills and attitudes that a company can utilize for its success, especially in the international market. Another area where there is shortage is in the number of female employees that the airline has. This shortage has arisen because of the increased requirement to travel to other countries around the world. Since it becomes difficult to strike a balance between work and family commitments in such situation, a number of females have stayed away from working with the company. Analysis of Virgin Blue Airline current workforce suitability to meet current and predicted demands for labour In as much as Virgin Blue Airline had been concentrating on hiring younger employees, its current workforce has the capacity to meet the current and predicted demands for doing business in the aviatio n industry. The company has established an effective culture that ensures that its operations run smoothly. The company has a top management team consisting of twelve professionals who have served in various capacities in the company since its inception ten years ago. Bruce Highfield, HR director for Virgin Blue, says, â€Å"Having a top team that really works effectively together is really half the battle. Culture starts at the top, and the leadership style of the boss is what filters down† (The Reed Group Ltd, 2010, para. 7).Advertising We will write a custom assessment sample on Labour Market Analysis Report: Virgin Blue Airline specifically for you for only $16.05 $11/page Learn More Even though it has established a cohesive management team, the company goes at great lengths to recruit competent workers who are able to preserve its unique culture as well as meet its current demand for business and future expansion. Besides the thorough recruitmen t process, the company ensures that its workers remain motivated and committed in accomplishing their duties by properly assigning tasks, carrying out employee appraisal programs, meeting their expectations, and involving the employees in different aspects of decision making within the company. Analysis of current and predicted external labour supply data Between 1980 and 2000, the Australian labour force has been increasing an estimated rate of two percent due to the full entry to the labour force market of the baby boom generation, increased participation of women, and overseas migration (McDonald Temple, 2008, p.2). Currently, it is estimated that the country’s labor force is growing at 3.1 per cent per annum and this rate is falling (Australia Bureau of Statistics, 2010). Moreover, this labour supply growth rate may fall further if there will be no international migration. Since Australia’s population is likely to grow, this will create a multiplier effect upon th e demand for labour in the aviation industry. The country’s labour force is and will have to confront the difficulties of its ageing population. This difficulty will lead to possible replacement of the elderly labour force with young labour force resulting in certain labour shortfalls and skill gaps in the country’s airline industry. Recommendations for workforce planning Virgin Blue Airline has experienced incredible growth within a short time. Therefore, to ensure its continued success it should develop a workforce planning tool that ensures that its objectives are matched with the needs of the employees. It can achieve this by identifying the key abilities of its potential future workforce, engaging in an accurate analysis of its current workforce numbers and capacity, carrying out a gap analysis to make a comparison between the projected workforce supply to the workforce demand forecast, developing workforce strategies and projected funding impact, and implementing and reviewing workforce plans. References Australia Bureau of Statistics, 2010. Labour Force, Australia, Sep 2010. [Online]Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Australia Bureau of Statistics. Available at: abs.gov.au/AUSSTATS/[emailprotected]/mf/6202.0?opendocument#from-banner=LN . McDonald, P. Temple, J., 2008. Demographic and Labour Futures for Australia. [Online] Australian Demographic and Social Research Institute. Available at: https://docs.google.com/viewer?a=vq=cache:qljwbbJOR-kJ:www.immi.gov.au/media/publications/research/_pdf/demo-labour-supply.pdf+labour+supply+in+australiahl=engl=kepid=blsrcid=ADGEEShDeknLiq7JDVILE9svPMStJG3bnqMhCGNXz7B6pjr7e2xbuBle55KDBIzAfpr0M6UsweWBpEQm-h08WSoIqrjxo4MqvzNe6CnDVXL4slk9wPungSuDoil0gVXTaZ0GlV7sGeRdsig=AHIEtbQUF4_lXNhdYKJh520dWOvAiU7GXA . PPS Publications Ltd, 2010. Virgin Blue’s growth coming from international routes; 18.4 million passengers carried in last 12 months. [Online] PPS Publications Ltd. Available at: anna.aero/2010/06/08/virgin-blues-growth-coming-from-international-routes/ . The Reed Group Ltd, 2010. Breaking in a new culture: the Virgin Blue story. [Online] Reed Elsevier A ustralia Pty Limited. Available at: humanresourcesmagazine.com.au/articles/0b/0c01a00b.asp . Virgin Blue Airlines, 2010. Benefits. [Online] Virgin Blue Airlines. Available at: virginblue.com.au/AboutUs/Careers/Benefits/ . Weller, S., 2006. Discrimination, Labour Markets and the Labour Market Prospects of  Older Workers: What Can a Legal Case Teach Us? [Online] Victoria University, Melbourne. Available at: https://docs.google.com/viewer?a=vq=cache:wt3nsispaZsJ:www.cfses.com/documents/wp31.pdf+international+labour+market+airline+industryhl=engl=kepid=blsrcid=ADGEESg1ZC8Oztnhf2FsvXiNXpR21CHKoXe3h0DNAZXmjrJ1cokwJK3tCXXtC87LAY1ixnel2qCRwGrXF_oJpQPHMbOBVFuN_qQKduT7boL0MMHDauVRwd5YDGB6ur2BDD6KZU0zX_COsig=AHIEtbSsbjcti5KH_bI_k0IlfKcbQTCsbA   .