The Representation of Mosquitoes Assignment Example | Topics and Well Written Essays - 750 words

The Representation of Mosquitoes - Assignment Example Consequently, a select species of mosquitoes survive the effects of the pesticide. Certain mosquitoes are likely to survive the effects of pesticide due to a selective advantage. This selective advantage results in a greater resistance to the genes of certain mosquitoes. As a result, they are able to survive the effects of a pesticide spray as other mosquitoes die. The mosquitoes that are able to survive the effects of the pesticide possess a genetic resistance to the pesticide. As the mosquitoes achieve maturity, they reproduce and transfer the genetic resistance to the subsequent generation. In the process, the new generation acquires an increase in the number of alleles that develop further resistance to the pesticide within the population. A systematic and continuous application of the selective pressure against the pesticide results in a mutual resistance against the pesticide within the mosquito population. Examples of organisms that became extinct before the adaptive radiation are the prehistoric non- avian dinosaurs that were replaced by mammals during the end period of Cretacious. Adaptive radiation refers to a fast evolutionary radiation fuelled by natural selection that is synonymous with an addition of the ecological and morphological diversity of one rapidly changing lineage. It occurs right after extinction since the phenotypes of a new species adapt in conformance to the environment. Consequently, new traits that are beneficial are increasingly evident. The sun acts as a source of energy that is transferred to the producers such as plants. However, the energy is lost through heat. As a result, 10% of the energy from the producers is transferred to primary consumers such as deer, zebras, and other herbivores. As energy is transferred across the trophic levels through consumption, there is a consistent loss of approximately 10%.

The Actual Meaning of Being Educated Essay Example | Topics and Well Written Essays - 1000 words

The Actual Meaning of Being Educated - Essay Example The essay evaluates the question regarding the actual meaning of being educated. There has always been a debate on the topic regarding classification of people as educated and otherwise but such debates have not yielded a consensus yet. The most common perception regarding being educated is having knowledge of different subjects that are taught in schools, however in accordance with different philosophers, being educated is just not having knowledge of certain subjects but it has a greater meaning. Theories regarding education have been presented by a number of philosophers and the theories presented stretch over a vast lapse of time. The ultimate goal of the educational philosophy is to get students interested in the subject and cause them be on familiar terms with it as well. To achieve it a teacher is to set several goals such as: to be persuasive, to make students respect the teacher, to know the subject well, to have friendly relations with students, to create a perfect learning environment, and to create a proper curriculum. â€Å"Education - like democracy, free markets, freedom of the press, and "universal human rights" - is one of those subjects whose virtue is considered self-evident†.   â€Å"A successful education process embraces the notion of a proper curriculum.† Reece & Walker considers a Scheme of Work to be â€Å"a series of learning experiences, sequenced to achieve the course aims in the most effective way†. Thus it is vital to set the course goals, the length and the system of total evaluation.   

HM Leadership Style An Analysis

HM Leadership Style An Analysis Hennes and Mauritz (H and M) was established in Vasteras, Sweden in 1947 by Erling Persson. H and M offers fashion and quality at the best price and offers fashion for women, men, teenagers and children. The collections are created centrally by around 100 in-house designers together with buyers and pattern makers. HM also sells own-brand cosmetics, accessories and footwear. The stores are refreshed daily with new fashion items. In Sweden, Norway, Denmark, Finland, the Netherlands, Germany and Austria HM offers fashion by Internet and catalogue sales. HM does not own any factories, but instead buys its goods from around 700 independent suppliers, primarily in Asia and Europe. HM has about 16 production offices around the world, mainly in Asia and Europe. The turnover in 2009 was SEK 118,697 million. HM primarily operates in Europe, North America and Asia, and have around 2,000 stores spread over in 37 countries. The company is headquartered in Stockholm, Sweden and employs approximate ly 68,000 people on a full time basis. HMs strategy is to offer fashion and quality at the best price. HMs annual report (AR1 2008) emphasizes that quality relates to both; HMs products exceeding customer expectations, and also customers being satisfied with the company itself. The report states Taking responsibility for how our operations affect people and the environment is also an essential prerequisite for HMs continued profitability and growth. HM is driven by strong values such as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship (AR1 2008, p.13). Long-term strategic goals of HM In the Annual Report (AR1 2008, p.7), HM, CEO Rolf Ericsson states that the long term goal is to Make fashion available to everyone, give the customer a fashion experience that strengthens HM brand. They also state the goal of a 10-15% increase in the number of stores every year, which would be funded internally (AR1 2008, p.13). The aim to increase sales in existing stores, while focusing on quality and continued profitability. How does HM want to get there? To execute its strategy HM focuses on 3 main aspects of its business concept (AR1 2008): à ¢Ã¢â€š ¬Ã‚ ¢ Price, which is controlled by limiting the number of middlemen, buying in large volumes, relying on its in-depth, extensive expertise within the design, fashion, and textile industries, buying the right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution procedures (Job advertisement for Buyer on the careers site at). à ¢Ã¢â€š ¬Ã‚ ¢ Design: Products are designed in-house and production is completely outsourced (AR1 2009, p.11). à ¢Ã¢â€š ¬Ã‚ ¢ Quality: Central emphasis on quality with extensive testing and ensuring least environment damage (AR1 2009). à ¢Ã¢â€š ¬Ã‚ ¢ Merger and Acquisitions: Acquisitions (like FaBric Scandinavian, the Swedish design company), and Design Collaborations (collaboration with Mathew Williamson) are adopted (HM press at). In 2009, HM plans to open 225 new stores and recruit 6,000 to 7,000 employees. SWOT Analysis Strengths- One of the main reasons for HMs popularity is because of its trendy items for such a low price. This store offers quality clothing at department store prices which is rare for many retailers today. Strength for this company is their overall delivery time. It only takes 12 weeks to get an item from the design to its retail state which is very impressive for a worldwide, low price retailer. The average for retailers is usually about 6 months which is double the time that HM uses. They also manage to keep the stores brands fresh with guest designers coming in for different lines in the store. Some of these have been Madonna and Robert Cavalli. They also keep the prices affordable by using very few middlemen and buy large volumes cost consciously. But with these strengths come weaknesses as well. Weaknesses- One of the strengths I mentioned above can also be a weakness for this company. Buying large volumes means that there is no real guarantee that all the items will be sold. This means that theyre already low prices may have to be lowered in order to make room for the next collection. This means that if these items are not sold in time, then the company will have to pay more for extra storage for the items not sold. Another weakness could be its wide range of customers this brand provides for. The range is for men between the ages of 18-45. This is not including the childrens clothing and maternity wear and the huge wide range of different styles they provide depending on what store you go into. This can be difficult to manage especially in a vertical company because there is no real focus on a target customer and gets more expensive to provide machinery for all these different groups of people. But with these huge leaps there are many opportunities for this company flouris h. Opportunities- One good opportunity would be for HM is to have matching clothes for mothers and children. I think this would be a good opportunity because there are also maternity wear and childrens clothes and I think that it would appeal to a larger crowd. They would like to dress their children like them in the same styles. Threats- since HM is a brand that is very unique it has very few threats as far as retail chains go. One of these stores would have to be the clothing chain called ZARA. This is a store that also has fairly reasonable prices but is most famous for its rapid delivery time. It only takes two weeks for the design to make it into retail stores. Even with HMs time which is 50% faster than most retailers, cannot even compete with that time. The second threat to HM is Gap just because of their quality at reasonable prices and their wide range of people they reach as well with their vertical company as well. There is a market for babies as well as men and women HUMAN RESOURCE HMs corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also increases continuously. For 2009, HMs Annual report (AR1 2008), forecasts the addition of 6000 to 7000 new jobs. Their staff is spread across approximately 37 countries and come from different cultural backgrounds. Their strategy is to recruit locally whenever a new store opens (AR1 2008). The main area for which HM may have clearly articulated policies are listed below. The policy areas are based on the categorization by Armstrong (Armstrong (2006), pp.148-156): à ¢Ã¢â€š ¬Ã‚ ¢ Overall Policy and Values: HMs website indicates that their objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. To quote the Head of HR In order to meet peoples expectations of HM as an attractive employer, the company develops global guide lines on diversity, equal rights and against discrimination (AR1 2008, p.34).At HM, HR activities are guided by a fundamental respect for the individual (AR1 2008). This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company. This also indicates that the company has specific policies for areas such as Equal opportunity, Managing diversity, Employee development, Health and Safety, among others. à ¢Ã¢â€š ¬Ã‚ ¢ Employee Relations and Voice: HM has an open door policy granting all employees the right and the opportunity to discuss any work-related issue directly with management (AR1 2008). They also support their employees right and ability to organize and to decide who should represent them in the workplace (AR1 2008). HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider such cooperation to be essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council), (AR1, 2008). à ¢Ã¢â€š ¬Ã‚ ¢ Promotion: To quote Mr. Pà ¤r Darj, Head of HR at HM . Internal recruitment and job rotation enable the company to grow quickly (AR1, 2008). This statement indicates that HM has policies related to promotion. à ¢Ã¢â€š ¬Ã‚ ¢ Employee Development: To quote Mr. Pà ¤r Darj, Head of HR at HM . I tell employees, if you do not grow neither will HM (AR1, 2008). This indicates that policies exist for this area. à ¢Ã¢â€š ¬Ã‚ ¢ Rewards: HM focuses on rewarding people by providing more opportunities and responsibilities, and not through a promotions and job titles (AR1, 2008). This indicates that HM has policies for this area. Other areas with clearly defined policies might exist, but these are not evident from available sources. ORGANISATIONAL BEHAVIOUR HM operates in 37 countries and has a work force belonging to these 37 countries because they recruit locally (AR1 2008, p.34). HMs espoused values are stated to be the foundation for a multinational company in a multi cultural market where great respect is paid to the individual. Interviews with the CEO and Head of HR in the annual report indicate a participative culture where everyone is made to feel like a part of the companys success (AR1 2008). To quote Par Darj,(Head of HR) The key words for continual growth are responsibility and commitment. We have committed employees and we are prepared to delegate responsibility at every level, (AR1 2008, p.34). The company encourages what it calls the The HM spirit; employees committed to their work and prepared to take on new challenges, common sense, hard work and team spirit are encouraged. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, and opportunity to grow, and develop within the company (AR1 2008, p.34). Quotes from employees about the organizational climate indicate that the values above are values in use. These quotes can be found on the Careers site at. Based on this information, the prevalent culture appears to be primarily task oriented (E H Schein 1985). Such a culture can support HMs HR related strategies and policies (like Open door, job rotation, freedom of association etc.). They also have a significant impact on HR aspects; Recruitment needs to focus on finding candidates with the right fit to the organizational culture irrespective of local culture, facilitating expatriation of experienced staff when new stores are opened, facilitating rewards schemes aligned with organizational culture, enabling HRD that can empower employees to take on new challenges and work in new teams. Motivational issues at HM. HM is a flat organization, which might give the impression that its hard to move up within HM, but actually, the opposite is stated to be true on the careers site(at ). HM as an organization is constantly evolving and is growing fast, thus providing more opportunities to its employees. Employees are motivated by providing new challenges; in another department, another role or, another country. HM encourages employees to try many different roles within their organization (AR1 2008 and AR2 2008). HM recruitment advertisements indicate possibilities like: working abroad, furthering education and learning new things. Their websites promotes that many in management today, actually started on the shop floor. HM also provides a comprehensive benefits package. HM fulfils employee aspirations by providing opportunities to take more responsibilities. (Ref: careers site at ) To quote the Head of HRM at HM, By the same token, if titles and pay structures are what motivate the employee, and then were most definitely not the ideal company for you. As we said at the beginning: a perfect relationship is all about balance and mutual understanding(AR1 2008, p.34). The information above, together with information about HMs HR strategies and policies, resonates with Herzbergs 2 factor model of motivation. Advancement, responsibility and satisfaction gained from the work itself are main motivators, while benefits, fair treatment etc. prevent dissatisfaction (Herzberg and Snyderman, 1957). The main motivational issue and challenge at HM could be: nurturing and maintaining a balanced relationship with employees. Line managers may need good awareness of their reportees aspirations, to enable motivation by providing responsibilities and opportunities aligned to the employees perception of growth. The strategy to motivate using job-rotation (across sites, roles, functions) and promoting learning could be an HRD challenge, especially considering the pace of growth. A potential issue could arise during periods of slow growth, since employees might be frustrated by the lack of opportunities. This could manifest locally too, since travelling abroad might not be feasible for many employees. Individual development versus organisational development HMs annual report (AR1 2008) and website (Careers website), emphasize that working at HM is about commitment, both from the individual and the organization. HMs Head of HR emphasizes that organization can grow only if the individuals grow (AR1 2008, p.34). HM wont make a career plans for its employees, but will provide them with tools to go as far as they possibly can on their own. This indicates that at HM, individuals are expected to drive their own development, within the framework that the organization provides. The organization appears to facilitate and promote cross-functional and cross-boundary development opportunities for individuals, which is aligned with its own development and growth strategies. To quote Pà ¤r Darj, (Head of HR), We have committed employees and we are prepared to delegate responsibility at every level. I tell employees, if you do not grow neither will HM, (AR1 2008 p.34). This indicates that HM treats individual development and organizational development as tightly linked areas. SELECTION AND RECRUITMENT HM values personal qualities much more than formal qualifications. Pà ¤r Darj, Head of HR states that at HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. They look for, more than anything, people with the right personality. HMs belief is that people can gather skills as they go along, but personality and attitude cant be taught (AR1 2008, p.34). Since HM is a fast company and the tempo is always high, they need employees who are self-driven and capable of direct communication well (SR 2008). Hence HM recruits people who like responsibility and decision-making. Information from the careers site (at ), and from interviewed candidates ( Ref: Int1, Int2 and Int3) indicates that a love of fashion combined with a focus on sales is perceived as an advantage. These appear to form the basis for HMs recruitment requirements (and person specifications), programmes and drive its selection processes. Feedback from candidates indicates that the selection interview approach is usually face to face and mostly structured situational based (Armstrong (2006), p.447), covering customer service and fashion trends. This is followed by panel interviews and aptitude/work sample tests (as defined by Armstrong (2006), p.447). It appears that candidates are filtered at each stage of the process (Int1, Int2, and Int3). Sources of candidates: Internal Recruitment: This is their first choice for a new job opening. External recruitment is considered only if no internal options are available. External recruitment: Potential recruits (minimum age is 16 years) are encouraged to apply directly to the local store, from the careers website. HM does not offer summer jobs or work experience placements. Buying is centralized in Stockholm, and so is the recruitment for the same. HM recruits locally to its new stores (AR1 2008, p.34). HUMAN RESOURCE DEVELOPMENT Organisational learning and management development issues at HM. The average numbers of training days per employee in 2008 are, 10 for new sales staff, 1 for existing sales staff and 5 for existing management positions. HM usually conducts all training in-house (classroom, stores and one to one), written and produced by HM staff. External training has been considered for some areas like buying. E-learning has also been initiated for a few subjects (SR 2008). However, indications are that HM today focuses more on on-the-job, just- in time, hands on learning. For example, when they opened their first HM store in Japan, locally recruited employees were sent to Norway and Germany for gaining experience in existing operations. Also, during the sales intensive opening phase of a new store, colleagues from other countries are brought in temporarily (SR 2008). To quote the head of HR at HM,As an employee of HM, you can be an entrepreneur and you will be given responsibility early on. HM claims to provide structured opportunities for on-the-job, hands on and work place based training. (AR1 2008 and Careers site). To summarize, it appears that HM focuses on experiential Self-directed learning today ( as defined by Armstrong (2006), p.557) , however, they are moving towards incorporating a blended approach with simulation and e-learning included (Armstrong (2006), 570-582) REWARD MANAGEMENT The reward management process of HM and its potential influence on human resource management. HMs careers website (at )indicates that the company offers a comprehensive benefits package, which includes staff discounts, incentive bonuses, company sick pay, private health care a pension scheme. Share options are not provided. The head of HR, indicates that they do not consider titles and pay structures as motivational tools. Opportunities to fulfill an employees aspirations by wanting more responsibility, as a means of getting on with in the organization quickly, are provided (AR1 2008, p.34). Apart from these, as stated by different categories of employees on the careers site and the annual report, the main reward is the job satisfaction they derive. Thus, HM appears to provide a total reward framework, with greater emphasis on relational rewards even though transactional rewards are provided (Armstrong (2006), pp.639-631). HMs reward management is consistent with other HR areas, including organizational culture, recruitment/selection etc. and is also in sync with the overall HR strategy of open doors, job rotation etc. which is essential to fulfill HMs strategy of fast growth. HUMAN RESOURCE MANAGEMENTS ROLE IN HMS SUCCESS, AN ANALYSIS. The previous sections illustrate the various HRM practices at HM. This section details how these practices contribute to the success of HM as an organization, in the context of the SHRM course literature. These are categorized under the various aspects of SHRM below: Linking People with strategic business needs H M today is a hugely successful multinational company. The success of HM is primarily based on the business model of entire design being done internally and centrally, manufacturing totally outsourced, but quality ensured and local retailing with hired places, local staff and local shop managers empowered to take decisions. The success, business growth and expansion plans were possible because HM have formatted their HR strategy in line with the corporate strategy. As evident from their Annual Report (Ar1 2008), when they expand into new markets they do not lose sight of their core values. They have succeeded to manage all components of HRM effectively to ensure that core values are upheld in all parts, regardless of country and cultural differences. Their strategic and coherent approach in recognizing that the organizations most valued assets are the people working there is evident from the statement issued by their CEO, It is our employees that make the corporate strategy possible . Our committed employees are essential to HMs ability to grow and continue to be highly profitable. At HM we share the same goals at the same time as we minimize bureaucracy and focus on the individual. We delegate a lot of responsibility to local markets, stores and individual people and we encourage people to take their own initiatives at all levels(AR1 2008). These are in accordance with Armstrongs definition of HRM (Armstrong (2006), p.3). The various elements of HR strategy, (Armstrong (2006), pp.123-146), like improving performance through local recruitment, in house training, and total reward, job rotation (external skill base), increasing commitment (selection based on personality, learning experience, rewards based on core values etc. ) have been built in to the HR Policy and Procedures, and are seen to be practiced, thus proving that the business success of the company has been supported effectively by the HR linkages. Rewards Management HM has implemented the concept of Total Reward Management very successfully. Apart from the financial compensation, job satisfaction as a reward has motivated the employees to perform and contribute their maximum to ensure customer satisfaction and business success through increased sales. This is evident in the statements by the employees from various levels on the Careers site at . As a stated policy, there is more emphasis on personality development through delegated authority in the decision making process and greater autonomy to local elements of the organizational structure. Being a multinational company with employees of different cultures, this decentralized decision making process and empowerment of employees have proven direct impact on the success of HM (AR1 2008) Various techniques associated with Intrinsic Motivation (Armstrong (2006), p.254) have been given more importance and priority than the extrinsic aspects. Work environment related parameters like leadership, empl oyee voice, recognition, achievement etc. have been built in to the HR policy and practiced to leverage the critical business goals of continuing growth and increased profitability. Performance Management HM has adopted a strategic and integrated approach to achieve organizational success through improved performance of its employees (Armstrong (2006), p.115). HM employees have been told that the growth of the employees and the organization are closely linked (AR1 2008, p.34) .The practice of Shop Managers going through a process of reviewing that days business with their subordinates on a daily basis, is part of the performance management activity. This underlines the fact that HM has recognized the importance of such a practice, and built in that process by which managers and their subordinates work together, agree on what needs to be done and how it is done (Armstrong (2006), pp.499-513). They are able to plan, prioritize and develop their sales team in a customer-focused environment (AR1 2008, pp.31-36 and Careers Site). At HM a shop manager is in charge of the daily running of the store; it is like running their own business (AR1 2008, p.34). The HR strategy of delegating authori ty for managing the shops activities is a key factor contributing to the success of the organization. Managing Diversity in teams and groups HM operates in 33 countries and is expanding its business to open new shops in countries where they are currently not present. By their HR policy and procedures, when a new shop is opened the staff are recruited locally. They also have the practice of job rotation and movement of employees from one location to another based on internal recruitment (promotions). This brings together people of different cultural back grounds together in the same team, and successfully managing such a team is crucial to the success of the organization. The HR strategy is, not to have very rigid procedures, and the corporate culture of respect to the individual. As stated in their Annual Report (AR1 2008), the HR strategy ensure the following: 1. In order to meet peoples expectations of HM as an attractive employer, company develops global guide lines on diversity, equal rights and against discrimination. 2. HMs objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. The whole of their activity is shaped by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company (AR1, 2008). 3. HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider that cooperation is essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). (SR (2008)) HMs success in executing their strategy of continuous international growth and expansion, while maintaining its Swedish organizational culture, indicates that its HR practices have contributed to the successful management of diversity in teams and groups. Planning, Recruitment and Selection The HR strategy, which is closely aligned with the organizational strategy to achieve continuing growth and profitability, envisages recruitment of people every year to run the new stores scheduled to be opened. For example, as per their Annual report (AR1 2008), about 6000 7000 employees are to be recruited during this financial year, to meet the requirements of the 225 new stores being opened worldwide. The planning and recruitment is based on the HR policy to recruit locally when a new store is opened (Armstrong (2006), pp.363-388). Future employees are evaluated and chosen (Armstrong (2006), pp.409-471) according to certain criteria practiced by HM and based on the companys culture. They look for people with personality who can perform well within the culture, growth and motivational framework provided at HM. To quote Pà ¤r Darj, Head of HR, At HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. Of course, we do welcome those things, but what we are really looking for, more than anything, is people with the right personality. This is based on the belief that one can always gather skills as you go along, but personality and attitude cant be taught. Either youve got it or you dont. One of the most important things we look for is drive. (AR1 2008, p.5-34). Organisational Behaviour At HM, a lot of importance is given to personality development and for opportunity for the employees to grow within the organization. Various practices empowering the employees; like a Shop Manger being allowed to take independent decisions, and managing the business like an entrepreneur etc. are designed to increase employee loyalty and commitment to the organization and are great motivators (Armstrong (2006), pp.239-316 and AR1 2008). The HR strategy for employee motivation; total reward with emphasis on Intrinsic Motivation (Armstrong (2006), p.254), has been proven, to be directly related to forming the success of the organization. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, opportunity to grow and develop within the company (AR1, 2008) The prevailing organizational culture at HM encourages team work, supports effective leadership and provides adequate growth opportunity for employees. These HR strate gic initiatives in turn make significant contributions to the organizational goals of continuing growth and profitability. Human Resource Development Ensuring Learning and Development opportunities for its employees is an integral part of the HR strategy at HM (AR1 2008), and these essential ingredients contribute significantly to the success of the organization. Human Resource Development is a continuing process at H&M; the new recruits being sent to already existing shops for gaining valuable experience, experienced employees being brought to new shops to support the new local recruits during the intensive opening period activity etc. This is critical to the process of organizational learning and helps them climb the learning curve faster (Armstrong (2006), p.554). Keeping employees highly motivated is essential to the success of HM, due to the nature of its business of dealing in high fashion consumer goods. The various concepts that can be adopted to increase performance (like job satisfaction as a reward management tool) are very effectively employed and as the employees themselves state, Im happy to be here and every day is a challenge (Careers site at ). Expectancy Theory, which states that if individuals feel that the outcome of learning is likely to benefit them, they will be more inclined to prove it (Armstrong (2006), p.556) has been proven on the shop floors of HM. The HR practice of giving responsibility to the employees early on in their career, treating them as entrepreneurs rather than just employees, (AR1 2008, p.34) is a definite and positive step towards their development. Considering the employees as capable of shaping its results and improving it in big and small ways, is key to HMs approach to learning and development. International HRM HM is a multinational company with operations in 33 countries and new countries being added every year as the organization grows. The strategy of local recruitment when a new shop opens leads to the situation of a collective work force belonging to different nationalities adjusting to a common organizational culture. This is the big HR challenge, which the company has very successfully overcome. The HR strategy of delegation of authority and empowerment of employees has played a very important role in this success. The shop manager runs the business as an entrepreneur and is authorized to take independent decisions with in the overall guide lines. Think globally and act locally, Laurent (1986) (from Armstrong (2006), p.104), has been adapted as the mantra for success at HM. They have identified the core and non core activities (design and manufacturing; being core, done centrally, and distribution; noncore, done locally) , they have built global brand equity while honoring local customs, they share their learning and create new knowledge. Conclusion To conclude, HM has balanced the needs of coordination, control and autonomy and maintained the appropriate balance between them. These are critical to the success of any multinational company ( Bartlett Ghosal (1991) from Armstrong (2006), p.104) . -

The Day The World Ended :: essays research papers

SONS AND LOVERS Relationships have, and always will contain many different levels. These levels can produce somewhat of a state of confusion in ones life, and have many different impacts. But when a change and a transformation takes place, one can reach a point of clarity and a new found direction. In the comparison of two novels, we see several relationships portrayed along these lines, and how the two main characters transform to find what is most sacred to them. Paul Morel is the main character in D.H. Lawrence's novel 'Sons and Lovers.'; The story charts his early life from when his parents married, and the subsequent birth of their four children. During this time, the three women who have the greatest impact on Paul's life are his mother, Miriam and Clara. Each woman displays a definite influence on Paul, but all three are shown in different times of his life. This influence goes on to shape the life of Paul. In conjunction to this, the story of 'The French Lieutenants Woman'; and the main char acter in that story, Charles, will be compared showing similarities and differences of the relationships of women in his life.   Ã‚  Ã‚  Ã‚  Ã‚  In the story 'Sons and Lovers'; from the very beginning their was a connection between Paul and his mother. It was seen that a bond was formed between the two of them, but it wasn't very strong in the beginning. The strong mother –son bond was between Paul's older brother William and his mother. Paul appeared to be jealous of this, and it wasn't until William moved away that Paul's mother noticed him. William was offered a job in London, the 'big city'; in comparison to their town. When he left, it was almost like a part of his mother had left too. She was crushed, very upset, and very unstable. It wasn't until Paul came down with an illness, and was on the boundaries of death when his mother finally really took notice in him. Paul was then nursed back to himself, and shared this same type of bond that William had shared with his mother. Mrs. Morel (the mother) lived for her children, especially William, but then Paul. As Paul grew older, his mother never su ffered alone, and neither did he. He was always there for her when she needed him, she told him all her problems, and he listened as best he could, as a child and as a man.

Les Demoiselles D’avignon Essay

My museum paper is on the Les Demoiselles d’Avignon, painted by Pablo Picasso in Paris, June-July 1907. Oil on canvas, 8’x7’ 8† (243.9Ãâ€"233.7cm). He became one of the greatest and most influential artists of the 20th century and the creator (with Georges Braque) of Cubism. A Spanish painter, sculptor, printmaker, ceramicist, and stage designer, Picasso was considered radical in his work. Born October 25, 1881, Malaga, Spain, and after a long prolific career, he died April 8, 1973 in Mougins, France. This was my first time at the Museum of Modern Art; I never went there because I never had everyone to go with me. I went with my cousin; she is an art teacher and who better to go to the Museum of Modern Art with then an art teacher. When we first got to the museum there wasn’t much to see in the lobby. We went on the escalator to the fifth floor were hundreds of people walking all thought-out the galleries. My cousin explained all the different types of art and artists to me as we were walking though the galleries. I ended up in the Alfred H. Barr Jr. Painting and Sculpture Galleries where I seen a painting from a French painter, Fernand Leger called â€Å"Women with a Book† I thought that was the painting that I wanted to do my report on, but when I seen art work from Pablo Picasso like, The Studio, Ma Jolie and The Three Musician I was speechless. Some of his work that I seen at the museum was breathtaking, but one in particular caught my eye; it was the Les Demoise lles d’Avignon. It is located in the Blanchette Hooker Rockefeller, Second Gallery. As you walk into the gallery, the â€Å"Les Demoiselles d’Avignon† is the first painting you see, because of how large it is, and all the bright colors in the art work. When I seen the Les Demoiselles d’Avignon in my art book I through that it was a nice painting, but when I stood right in-front of it I was astonish. The Les Demoiselles d’Avignon is not just a painting; it truly is a master piece. There had to be about thirty people standing around the Les Demoiselles d’Avignon and another twenty people looking at the other art work in the room. Some people were just standing looking at the painting, some taking pictures. As I, started taking pictures of Les Demoiselles d’Avignon I couldn’t help but notice the painting to the right, it was called â€Å"Repose† and to the left was another painting called the â€Å"Two Nudes† both are painted by Picasso. Les Demoiselles d’Avignon are the woman of Avignon, the term demoiselles (meaning â€Å"young ladies†), was a euphemism for prostitutes and â€Å"Avignon† refers not to the French town but to a street in the red-light district of the city of Barcelona where Picasso was a young artist. (Art A Brief History), pg 532. Print. The d’Avignon are actually five prostitutes, and these are five women naked. They’re looking at us, as much as we’re looking at them. The very early studies show a sailor walking into this curtained room where the ladies stand and the woman on the far left now has the traces of having been that man entering the room, and you can even feel a certain masculinity in the sort of sculptural carving of her body and the way that the very large foot is stepping toward the others. It almost seem like it’s a build-up of geometric forms, and if you look at the chest of the woman at the very top right, you can see one of these cubes making up the space underneath her chin, thus the name Cubism. One striking aspect of this painting is the way that it’s staged on which these women are painted, is almost looming out at the viewer. Rather than feeling like these woman are nice and safely set back in some kind of room, that you are peering into. I feel like the woman are almost piled on top of each other. Piled in such a way that the canvas is almost stepping out at the viewer. Its part of the desire of the painting to confront you, I think physically, psychologically, as well as intellectually with everything that’s going on in it. It’s painted in pinkish, peach flesh skin tones against a back drop of brown, white and blue curtains. The figures are very flat and theirs is little illusion that these are real bodies. Looking at the five figu res from left to right, the woman to the far left is standing in profile facing right with her left hand; she reaches up behind her head to hold an orange brown curtain back. She has long straight black hair falling down her back. Her head, from the neck up peers to be in shadow or sun-tan, it’s a darker brown than the pinkish flesh of her body. She stares straight ahead expressionless. Her right eye from the front view is large, simplified and out-lined in black with a black pupil surrounded by brown. Her right arm hangs stiffly by her side. Her breast jets forward in a ruff square shape. Beside this figure, in the center of this painting are two women looking directly forward, straight out of the canvas. Their black eyes are wide and uneven. Their left eye brows extend a sweeping line to form simplify noses. Their mouths are straight lines. The one on the left raises her bent right elbow and places her hand behind her head, as if posing seductively. Her black hair is pulled back and falls behind her left shoulder. Her breasts are half circles; none of the women’s breast has nipples. The women on the right, raises both arms and puts both hands behind her hand. Her dark brown hair is pulled into a high bun. The last two figures don’t fit in with the painting, they are unexpected. The one to the top right stands back, her raised arms parting the blue curtain on which she’s coming out from. Her black hair hangs down her back; one eye socket black and empty. Her nose, like her face is large and elongated, striped diagonally in green across her cheek, suggesting less the face of a human then the forms of an African mask. In front of her, is another woman she is sitting or squatting, elbow on one raised knee which jets forward at the center of the painting almost looks as if her back is facing the viewer, but that is not true because her dark tan face is turned towards the viewer. She raises her arm to her face and beneath her chin is a large ambiguous form recalling a boomerang, it might be her hand, or a piece of melon she’s eating. Her body is flat and her nose is also stripped. Her face looks like a mask, and she has one uneven eye completely white, the other completely blue. The drapery behind them doesn’t hang softly; it looks like shatter pieces of glass with blue and white tones. In the center at the bottom of the painting are assorted fruits on a wrinkle white cloth; a pear, an apple, grapes and a slice of melon. The pear and apple have shrieks of red in them, the melon is reddish too and the grapes are grayish white. In conclusion, my experience at the Museum of Modern Art was delightful. Walking through the museum and seeing ancient statues and painting from so many different decades was so fulfilling. I didn’t realize how much I enjoy looking at art work; I just wanted to see more and more. I kept asking myself, how did they do this? How did they do that? What were they thinking when they paint this? Even though I didn’t get all my answers I was like a sponge, soaking it all up. What a wonderful, amazing day. I will definitely go back. Bibliography: Cothren Michael W., and Marilyn Stokstad. Art: A Brief History 4th ed. Page.531, 19-7. Acquired through the Lillie P. Bliss Bequest (333.1939) Laurence King Publishing Ltd, London. (2010-2007) Print. Museum of Modern Art 11 West 53 Street, New York, NY 10019. April 29, 2012 Pablo Picasso. Les Demoiselles d’Avignon. 1907. Oil on canvas, 8†² x 7†² 8†³ (243.9 x 233.7 cm). Acquired through the Lillie P. Bliss Bequest.  © 2003 Estate of Pablo Picasso/Artists Rights Society (ARS), New York. http://www.moma.org/ Web. (2012).

Resembling peace Essay

In the novel Heart of Darkness by Joseph Conrad the author condemns the colonization of the Europeans on the African islands of Congo, eminently focusing on the barbarous and inhumane treatment of the natives. In this passage though, the central character Marlow narrates to the other men on his ship about his perspective of the experience he had when he went up the river Congo passing through the wild jungle in order to reach the inner station. The tone throughout the passage suggests a negative connotation of the wilderness of Congo because of the choice of words Marlow uses to describe the jungle. Phrases such as â€Å"unrestful† and the â€Å"noisy world of plants† portraits the jungle as being quite sinister instead of peaceful and quiet as the readers would expect it to be. This passage is a composition of similes, allegory, symbolism, dark and light contrast and hyperbole which Marlow uses abundantly to describe his journey. Marlow compares going up the river as being â€Å"like traveling back to the earliest beginning of the world. â€Å"(1) He uses a simile to describe the jungle as being how the world was earlier before the technology and civilization was born, when the world was pure as it was when it was created by nature. But then he continues the remark by saying â€Å"when vegetation rioted on the earth and the big trees were kings. † Marlow paints this picture as the wilderness having the ability to fight against each other and when there was power between the trees. He uses the word â€Å"king† to describe the variation of power between the trees much like how the Europeans were being superior by trying to civilize the natives through brutal means. Marlow adds to the description of the jungle as having â€Å"a great silence. â€Å"(2) The phrase â€Å"silence† is inserted in his description to give a contrast of what’s happening inside the jungle. Inside the jungle, in the inner station, it has been said that Kurtz uses unconventional â€Å"methods† to obtain the ivory he makes. This suggests that Kurtz is probably using violence or manipulations which are contrasts of â€Å"silence. † More ever, as Marlow’s journey proceeds further and further into the jungle and closer to the inner station, Marlow’s streamer gets attacked by the natives. Moments before they are being attacked, Marlow describes to have heard â€Å"voices† crying wildly coming from the jungle. The diction â€Å"silence† not only is a contrast of what is happening inside the jungle, it is also a contrast of a future scene where they are being attacked. Marlow further describes the river as being facile to get lost in â€Å"as you would in a desert. † This phrase shows that Marlow is confused as to his purpose in this voyage, why he wanted to come on this journey and what he was expecting to find. This phrase also indicates that Marlow perceives the river to be mysterious and that is one of the qualities of the river that urge him to continue his journey because of his curiousness. Later in the passage, Marlow indicates that the river as â€Å"this stillness of life which did not in the least resemble peace. â€Å"(9) This description of the river as not â€Å"resembling peace† connects directly to the journey that Marlow has been traveling in. Ever since Marlow decided to come on this voyage, he has been uncertain as to whom he really is and what he wants to do or what need to be done. Marlow has strong opinions about the Europeans as being â€Å"fools,† â€Å"devils,† and â€Å"folly,† for not knowing what they are doing. Not for being racists or discrimination of the natives as they are being tied up and worked to death. Marlow considers him self as being â€Å"not especially tender† towards the Africans which contradicts to what he has been saying all along through out the novel as African’s as not being our â€Å"enemies. † This passage describes the wildness and the sinister appeal of the river and the wilderness which is a comparison to the mind of Marlow. Inside his head, Marlow is confused, â€Å"unrestful,† and â€Å"not in the least resembling peace. † This journey takes Marlow to the places he has never been before in order to find himself inside.