Leading Managing People - Expatriate free essay sample

Multinational firms throughout the world are increasingly concerned about hiring, developing and retaining managers with international experience and global perspectives† quoted by Briscoe and Schuler in 2004. This report will be focusing on variety of issues relating to Human Resource implications which faced by the expatriate working in MNC located in Malaysia as well as Malaysian working in overseas. The extraction will be from the most recent newspaper, journal and articles relating to the following topics in human resource management. 1) Expatriate Failure and the Selection policy 2) Training and development for cross-cultural 3) Performance appraisal for expatriate The expatriation was subjugated by professionals sent by their employers to foreign subsidiaries or headquarters. 3. 0 KEY ISSUES AND ANALYSIS 3. 1 Expatriate Failure and the Selection policy Expatriate facade many new challenges both in the workplace and the community. For instance, culture shock differences in work-related norms, isolation, homesick, housing, schooling, language, customs, cost of living and coping with his/her spouse’s problems of adapting to new environment. We will write a custom essay sample on Leading Managing People Expatriate or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Stone(2008), research indicates that a manager’s inability to adapt or their partner’s inability to adapt is the major cause of expatriate failure. Harvey(1983) cited the consequence include premature return from a foreign posting and high resignation rates, with expatriates leaving their company at about twice the rate of domestic managements. Tung (1987) expounded the three main reasons contributing to the failure of expatriates in US MNC is as follows:- * the inability of the manager’s spouse to adjust to a different physical or cultural environment; * the manager’s inability to adapt to a different physical or cultural environment; * other family-related problems. One study by International Orientation Resources, an HRM consulting firm, found that 60 percent of expatriate failures occur due to these three reasons too(Solomon,1994). Besides the above mentioned reasons, include inappropriate selection practices, inadequate preparation and training as well as the stresses associated with expatriation which identified by New Zealand research (Enderwick and Hodgson, 1993). Another critical reason is the cross-cultural communications can be a struggle for the international manager. Gestures, facial expressions, behaviour and words can have different meanings and connotations. China, Korea and Japanese have high-context cultures where considerable importance is given to non-verbal and situational cues. In contrast, Australia, Canada, the US and Britain have low-context cultures where what is said is what it meant(Stone,2008). In contrast, some Malaysians who work aboard feel that the grass is greener on the other side. In Appendix A, this article highlighted the reasons why some Malaysian prefer to remain overseas. Due to higher paid, to widen their horizons, the prestige of working in a foreign company and the quality of life is unbeatable. The expatriate is unable to adapt in the foreign environment due to lack of cultural skills. According to HRM consulting firm, this is because the expatriate selection process at many organisations is essentially flawed (Solomon, 2000). Expatriates failed because these three focal reasons which mentioned by Tung that have not been part of the selection process. The underlying message was that the family is the basic unit of expatriation, not the individual. The MNC needs to look into this matter seriously in order to reduce expatriate failure. 3. 2 Training and development for cross-cultural Many companies including MNC have been ignored on providing training for employees whether local or global organisations. MNC recruits expatriate based on technical competence and past job performance as the key selection criteria and assumed the expatriate is able to adapt in the country where he was posted. MNC should not take them for granted. They should be pre-prepared by providing orientation, training on the cultural, language and living skill in the host country. Shown in Appendix D, expatriate reports interviewed an expatriate working in Nanchang, China on how significant was the culture shock he experienced when he moved abroad? He replied that quite significant and hard to adapt to the Chinese food and people spitting on the streets. Certainly, at the initial stage every expatriate will face cultural shock difference which may lead to miscommunication, misunderstanding and misinterpretation. Then directly he will be unproductive, inefficiency and faces expatriate failure. The MNC has to recruit a new manager to replace him which will be time consuming and have to repeat the process of selection and hiring. The MNC requires the expatriate to train the local employees in the host-country by transferring his knowledge and skills to them so that they are able to be independent and step into the positions/responsibilities within the shortest possible time. The article in Appendix B highlighted Malaysia government will review the education system to produce talent needed for an advanced nation and also perks to lure home highly skilled Malaysians (brain drain) and retain global talent to develop a quality workforce. Even our government recognise the essential of education/training to develop our highly skilled employees that are not only vital to the companies but also making the nation into globally competitive and transforming it as the high-income economy for instance Singapore, HK and Shanghai. 3. Performance appraisal for expatriate Stone (2008) cited that performance appraisal is a matter of serious concern for many expatriates. This is because performance appraisal is often handled badly. Companies fail to take into account the added complexities that come with international appraisals. Key issues involving performance expectations, performance measures and who will be responsible for the conduct of the appraisals are left vague or undecided. Worse, some head office managers ignore the international appraisal and do not incorporate it into the career development process. The end result is that expatriates perceive the appraisal process as unfair and as a source of never-ending frustration. Groeschi (2003) quotes that a number of comparative international and cross-cultural management research projects have concluded that HRM is influenced by culture. He also highlighted the same HRM policy is likely to be attributed quite different meanings by different cultural groups for instance performance appraisal. An organisation’s performance appraisal systems are an important element of its control systems, which is a central component of organisation architecture (see Figure 1 as below). In many international companies, the thorny issue is how best to evaluate the performance of expatriate managers (Hill, 2009). During the appraisal evaluation for the expatriate, there are two groups who evaluate the performance of expatriate managers. They are host-nation manager and home-office managers whom are subject to bias. The host-nation managers may be biased by their own cultural frame of reference and expectations. On the other hand, home-country mangers’ appraisals may be biased by distance and by their own lack of experience working abroad. Home-office managers often not aware of what is going on in a foreign operation and they tend to rely on hard data in evaluating an expatriate’s performance, such as the productivity, revenues, profitability or market share which reflect factors outside the expatriate’s control. Due to such biases, many expatriate managers believe that headquarters management evaluates them unfairly and does not fully appreciate the value of their skills and experience. It also one of the reasons many of them believe a foreign posting does not benefit their careers (Hill, 2009). 4. 0 RECOMMENDATION 4. 1 Expatriate Failure and the Selection policy Managing a MNC provides a diversity of challenges which the crucial one will be how the parent-company will recruit potential expatriate to manage their off-shore operations affiliates/subsidiaries. Selection of the expatriate must be right at the first time although time and resources consuming in reviewing and evaluating all the potential candidates follow by filtering them. The expatriate should not be selected based on technical competence and past job performance as the key selection criteria. Expatriate failure in many cases is the result of a lack of personal adjustment rather than a lack of technical skills. Harvey (1997) cited furthermore, research shows that in many companies expatriate selection is often haphazard and irrational. Organisations need to understand that in choosing expatriates, they should take into account differences in the business, social and cultural environment in the specific country and the impact on the potential expatriate, spouse and dependants (Stone, 2008). Stone’s (1991) study found that both local managers and expatriate managers perceive the essential selection criteria as the expatriate’s ability to adapt and the adaptability of the partner and family. 4. Training and management development for cross-cultural According to Hill (2009), superior performance requires not only strategy must also be supported by the right organisation architecture. Strategy is implemented through organisation. In Figure 1, people are the linchpin of a firm’s organisation architecture. For a firm to outperform its rivals in the global marketplace, it must have the right people in the right postings. Those people must be trained appropriately so they have the skill sets required to perform their jobs effectively and so they behave in a manner that is congruent with the desired culture of the firm. The following trainings are recommended for MNCs’ expatriates:- * Cross-Culture Training prior to departure The purpose of this training allows individuals to more rapidly adjust to the new culture before departing to host-country, and therefore, to be more effective in their new roles (Black and Mendenhall, 1990). It has been widely recognised for more than 20 years that the partners and children of expatriates play an important role in contributing to the success of expatriate assignments (Fukuda and Chu, 1994; Rahim, 1983) Cultural, Language and Practical(Living Skill) trainings * These trainings are helping to control and reduce expatriate failures. There is no question that comprehensive cultural training can have many benefits for MNCs. For starters, it can help orient and develop expatriates to better communicate, understand, and work effectively with people from different cultural, religious, and ethnic backgrounds. Comprehending and valuing cultural differences can al so help expatriates in the effective management of multi-cultural teams. Understanding global markets, customers, suppliers, and competitors is another indirect benefit. Pragmatically, cultural training can have a positive impact on combating very expensive expatriate failure (Luthans, 2002). Their spouse adaption problem, it is important that the spouse and the whole family to be included in this training * Language training usually conducted in host-country’s language. When the expatriate willing to communicate in the host-country language(even not fluent), can help build rapport with local employees and improve the manager’s effectiveness. * Benefit of practical training in helping the expatriate manager and family ease themselves into daily life in the host country. The expatriate community group can be a great source of support and information sharing in helping the expatriate’s family adapt to a foreign culture. 4. 3 Performance appraisal for expatriate To overcome the expatriate’s frustration and problems, the HR manager needs to ensure that the following key issues are clarified before the expatriate begins an overseas assignment:- * What are the organisation’s performance expectations? * What criteria and standards will be used to measure performance? * Who will conduct the evaluation – a local manager, a head office manager or both? * What will be the frequency of the appraisals? What consideration will be given to local environmental influence? (for example, volatility of foreign exchange rate fluctuations, availability of skilled labour, political instability, corruption and so on) * Is the appraisal positively incorporated into the career development process? * Are head office managers cognisant of the local business environment? * Are there any cultural influences that may distort the measurement of the expatriate’s performance? In order to overcome the biases of the two groups who evaluate the expatriate managers’ performance, it is recommended to implement 360-degree feedback.

Totem Response Essays

Totem Response Essays Totem Response Paper Totem Response Paper Many stories written by Thomas King have a strong sense of sarcasm and satire worked into the story. This is clearly evidenced in Totem where Thomas King subtly pokes fun at the way the Canadian Government treated Aboriginal people. To understand the deeper meaning of the story, the reader must have a basic knowledge of Canadian history. The way the Canadian Government and European settlers treated the Aboriginal people is often viewed as one of the most horrific and unjust acts in Canadian if not the entire worlds history. The story begins with an impatient, Beebe Hill, waiting at the reception desk to file a formal complaint: she thought other people Were too polite to complain about the noises the totem pole in the far corner of the room was making (119). Ms. Hill represents the population of the European settlers moving into the land and finding Aboriginal people living there. Walter, the head of the museum decides to kick for a quick, easy and emperors fix; his plan is to chop the totem pole down with a chainsaw and move it down to the basement. However to the surprise of Walter and his workers, There is a totem pole in the corner, and its grunting. (121 Another totem pole appeared and it was making even more noise. Walter continued with his easy fix of cutting the totem poles down until he did not have any more room in the basement to store them. Thomas King is cleverly sing satire here to point out how ridiculous of a solution, moving Aboriginals to somewhere where we wont run into them truly is. In the end both Walter and the Canadian Government remained mildly annoyed (122) but decided to live with the problem. Kings incorporation of symbolism amongst the characters, each representing their own piece of Canadian history, allows the satire to reveal just how absurd the Canadian Governments treatment of the Aboriginals truly was.

ROLE OF ABU DHABI POLICE IN REDUCING SERIOUS OF ROAD TRAFFIC ACCIDENTS Dissertation - 1

ROLE OF ABU DHABI POLICE IN REDUCING SERIOUS OF ROAD TRAFFIC ACCIDENTS TO IMPROVE THE TRAFFIC SAFETY IN EMIRATE OF ABU DHABI - Dissertation Example The study discussed that urban traffic calming schemes are often implemented in residential areas in town as a means of decreasing the environmental and safety issues prompted by road traffic. A hierarchical road system was created and through traffic was eliminated from residential streets via street closures or one-way road systems. Speed-slowing devices were often put up in residential areas. The main roads were managed in order to ensure larger traffic volume without necessarily causing delays or accidents. The meta-analysis indicates how traffic calming techniques generally decrease accidents by about 15%, with the most reduction in accidents observed in the residential areas. A similar decrease in accidents is also seen in main roads. Reductions are also observed in terms of property damage only incidents. General results in evaluation studies are rich in terms of study design and no evidence of publication issues in the evaluation studies was observed. The results also have a significant degree of external validity. In relation to road safety engineering, the management of horizontal curves was also considered in the New Zealand study by Charlton (2007). The study indicates how driver errors related to horizontal curves was caused by three-related issues – failure in driver attention, miscalculation on speed and curves, and improper lane positioning. The study indicated how advance warning signs on their own are not effective in decreasing speeds, as when they are used in combination with chevron sight boards and/or repeater arrows. Among the road marking treatments used, only the rumble strips indicated any major decrease in speed. Herringbones road marking was seen to create major improvements in driver’s lane positions, allowing the flattening of drivers’ pathways within the curves. The combined use of herringbones and chevron with the repeater arrow signs indicated a significant decrease in speed including improvements in lane po sitioning. These results indicate evidence that treatments which support perceptual signs are the most valuable remedies in managing the curve speeds for drivers. A similar study by Afukaar (2010) sought to assess road safety engineering measures, specifically for developing countries. This study indicated how vehicle speed was a factor in vehicle crashes, with Ghana used as an example. The study revealed how main driver errors mostly referred to vehicle speeds. Rumble strips and speed humps proved to be effective measures in Ghana’s roads. The rumble strips indicated on the primary Accra-Kumasi highway decreased the incidents of crashes to about 35% and deaths to 55%. Decreasing speeds may be an effective remedy in decreasing traffic crashes for low income states; however the decreased speed limits are not effective interventions without the traffic law enforcement tools needed to guarantee that limits are observed. Developing states must consider the lack of other speed con trol measures, including rumble strips and speed bumps, as well as lanes which separate slow and high-speed users, and other solutions like speed governors, and improved awareness of the issue Abu Dhabi road safety practices In general, there are few studies which have specifically covered the road safety practices in Abu Dhabi. Majority of the studies on road safety practice have covered the entire United Arab Emirates. Some of these studies shall be included in this review. Bener and Alwash (2002) discussed how

Staff Training and Prevention of Violence in mental Health Care Units Research Paper

Staff Training and Prevention of Violence in mental Health Care Units - Research Paper Example This research will begin with the statement that the growing number of violence in the health care industry has evoked a variety of responses and those health care professionals who work in mental health care units are most vulnerable to workplace violence. There are a large number of studies that focus on the physical assault or verbal violence shown towards mental healthcare workers including nurses, physicians, psychologists and social workers. These studies emphasize the growing need to implement effective strategies to prevent and manage violence and aggression in the mental healthcare setting. While there have been many strategies implemented to manage and prevent violence in the mental health care units, the significance of effective staff education and training has been stressed by many researchers. However, there have not been many authentic studies that unearthed how far staff training contributes to the prevention of violence in the mental health care industry. In this res pect, the U.S. Department of Labor identifies â€Å"lack of staff training in recognizing and managing escalating hostile and assaultive behavior† as a crippling factor in preventing violence in acute health care units. There are also studies that have highlighted the need to offer staff in-service training to the mental health care professionals. The growing statistics on violence towards the health care professionals in mental and psychiatric units is quite alarming and shocking. In this respect, Adams and Whittington (1995) conducted a remarkable study among a sample group of hospital based nurses and community mental health nurses. The results of the study showed that 29% of the target population experienced verbal aggression over a 10 week period; 44% of the incidents involved threats and the rest consisted of abuses (Adams & Whittington, 1995, p. 171). These shocking statistics point towards the need to offer timely staff training to the mental health care professionals . Duxbury and Whittington (2005) have successfully brought out the staff and patient perspectives on violence in mental and psychiatric health care units. The researchers undertook a survey among a sample of 80 patients and 82 health care professionals (3 ward managers, 10 charge nurses, 35 staff nurses and 32 nursing assistants) from three inpatient mental healthcare wards. The mental illnesses of the patients varied from chronic schizophrenia to depressive disorders. The results of the study showed that the patients regarded ‘environmental conditions and poor communication’ as the two significant factors behind aggressive behavior whereas the nurses identified that the patients’ mental illness was the root cause for the violence; however, both the groups were thoroughly dissatisfied with the ‘restrictive and under-resourced provision that leads to interpersonal tensions’ (Duxbury & Whittington, 2005, p. 469). The study also showed that both the pat ients as well as the nurses were also dissatisfied with the way violence and aggression has been managed. The researchers identified staff training in the use of fundamental therapeutic communication skills as the potential solution to this interpersonal tension. The adverse effects of patient violence on the mental health care workers are many and varied. Patient violence on mental health care professionals not only leads to staff sickness and absenteeism but also to various psychological and mental distresses. Whatever may be the underlying causes for violence, â€Å"a major consequence for individuals affected directly or indirectly by violence is often psychological pain, whether depression, anxiety, isolation, trauma or other reactions

Answer a few questions to participate in a volunteer trip abroad Essay

Answer a few questions to participate in a volunteer trip abroad - Essay Example lusions about what I will face there having seen the devastation on the news and having heard first-hand accounts from family members who have suffered through the crisis. Im well aware that the trip will be a difficult one and I will have to prove myself in the field. Nevertheless I feel completely prepared and willing to undertake this challenge. I work very well in team situations and have always developed a good rapport with peers, co-workers, professors and employers. While I highly enjoy teamwork I also have the motivation and knowledge to work efficiently and independently on major projects. I work extremely well under pressure and have always been able to put my best forward and receive top results. Results are important to me. I was taught from a young age to strive to do my best in everything I do. I always reach for the top. I want to be a leader and do my best in the field in Haiti. I know that leadership means having integrity and believing in what youre doing. I also think this would be a very serious and intense learning experience for me and would allow me to reach outside of my comfort zone and test myself.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is very important to understand different cultures and to be respectful towards them. I strive, in everything I do, to follow this rule. Im of Haitian descent so Haiti is not a different culture than mine, and I can fit in there. But with other cultures I am always sure to do my best to be respectful. I often buy food from a small Korean grocery near my house. Although the people there often do not speak English I do my best to great them politely in simple language. When there is a misunderstanding over the price I calmly take the time to talk to them. Get angry never solves anything. As I explained earlier, the earthquake was personally devastating for me as I knew people who live in Haiti. It was a truly traumatic occasion. I remember weeping as I saw the images on television and feeling powerless. I went to church and

Auditor Ethical Standards and Auditing Strategies

Auditor Ethical Standards and Auditing Strategies Discuss the ethical standards required of auditors. The Auditing Practices Board (APB) has issued new standards governing the ethical conduct of auditors which commenced on 15 December, 2004 (Cosserat, 2004). The following lists the new Ethical Standards: Integrity, Objectivity and independence These new ethical standards also include the fact that client’s must also facilitate policies new standards is that auditors of a control environment appoint an ethics partner. This position entails the review of the firm’s procedures and policies which regard to compliance and as such it provides the associated guidance for partners. The new Standards recognize that for smaller audit firms it might not be practical for an ethics partner to be designated. The new Ethical Standards are a result of a number of international developments represented by either international organizations and or countries that have helped to bring about the changes to Standards. These are represented by the following: The United States legislation termed the Sarbanes-Oxley Act which lays down the independence requirements for auditors. In particular it addresses audit firms that audit SEC registrants or participant in significant parts of the foregoing. A report that is titled ‘Rebuilding Public Confidence in Financial Reporting’, which is an international perspective that was developed as a result of the commissioning by the IFAC of an independent group to address the preceding, and As a result of the publishing of the ‘Principles of Auditor Independence’ which was put forth by the International Organization of Securities Commissions. The new Standards are what are termed ‘principles-based’ as opposed to ‘rules-based’. The preceding means that there are clear requirements as well as prohibitions. The key underpinning of this change provides for stricter compliance with the ‘spirit of intention’ and thus prevent the possibility of either a firm or person attempting to evade or avoid conformity with the rule. The effect of the foregoing helps to ensure compliance with ethical standards in that ‘intention’ covers a broader ethical parameter. In effect, one could avoid or evade breaking a rule, however the intent through either actions or the change in former action(s) could point to the definitive attempt to do so. This broader interpretation widens the scope of ethics and requires auditors to conduct their actions accordingly throughout the process. In a speech delivered by Douglas Carmichael at the AICPA National Conference on 12 December, 2003 (Carmichael, 2003) he sets forth the examples of ‘alleged’ audit failures of National Student Marketing in 1969, Penn Central in 1970 and Equity Funding in 1973 as instances whereby principle based auditing might have forestalled the problems. The foregoing is true of Enron’s collapse in 2001 and indicates that the broader scope or ethics afforded auditors under the principle based methodology provides better rules and guidance from which auditors can act. Financial, business, employment and personal relationships This segment of the new Standards addressed the varied relationships that can and do exist between clients and audit firms and their staff. This limits the nature of relationships and threats to the objectivity and independence of audits and prohibits those which the APB believes that no effective safeguards can be introduced. Long association with the audit engagement Associations of long duration poses potential threats, in particular with regard to those represented by publicly listed companies. Thus, the new Standards set forth the rotation of audit firm partners to introduce objectivity as well as independence. The new Standards sets that term as five (5) years as the continuous period limit as well as a break period of five (5) years for the rotation. Fees, economic dependence, remuneration and evaluation policies, litigation, gifts and hospitality. One important, and highly debated point is the requirement that no single client shall account for more than ten percent (10%) of an audit company’s annual fee. This figure is fifteen percent (15%) for non-publicly listed firms. Non-audit services provided to audit clients This segment of the new Standards identifies the general approach to non-audit services and applies general principles to various specific non-audit aspects such as: Internal audit services Accounting services Information technology services Valuation services Recruitment and remuneration services Corporate services, and Tax services Explain what is meant by the term Risk Based Auditing  and the advantages that accrue to the auditor in  utilizing a risk based Risk based auditing entails the providing of â€Å"†¦ independent assurances on the management of risks, and forming an opinion †¦ which sound controls have been implemented †¦ maintained to mitigate those significant risks †¦. Management has agreed upon† (Association of Chartered Accountants, 2002). Risk based auditing addressed some important aspects and questions which controls-based auditing does not answer. The benefit of risk based auditing is that it provides a basis for the auditor to have an examination of the business process and its risks. The foregoing provides a context for the results. Risk based auditing changes the manner in which internal auditors think as well as converse regarding control and risk. The auditor anticipates change and examines the manner in which management deals or is dealing with risks (McNamee et al, 1999) An advantage of risk based auditing is that the auditor is typically looking at control activities that were designed at some previous point to deal with aspects which may have long since been forgotten. In other words the internal auditor might be examining activities which might or might not be relevant in terms of current risks. Said controls could actually be extraneous as a result of monitoring aspects which are either no longer important or in existence. Another aspect is that essential controls could very possibly be overlooked as in a sense they do not exist yet due to changes in the business process. A good number of internal auditors have implemented the utilization of control self-assessment (CSA) as a means to address some of the concerns of management in capturing the state of the business process with regard to risk and control. It is important to note that control models both limit and define CSA so as a result these applications usually start with controls to the right and to the left of the internal audit. The limit of CSA is in its ability to explore the future. Risked based auditing has internal auditors anticipating change. As opposed to the old approach of focusing upon history, the reports generated by auditors address the present as well as the company’s preparedness level with respect to dealing with the future. The advantage is that internal audits complete the circle with respect to assurance of control regarding present operation plans and provide input to risk assessment with regard to the strategic plan. As a result, management places a higher degree of value on risk based internal audits than those of the traditional controls based type. The failure of the United States based Enron during 2001 has been a major factor adding to the impetus for improved financial reporting and auditing /Crossert, 200). The essential elements of today’s financial reporting systems are business viability along with profitability assessments (Bell et al, 1997). The foregoing is accomplished by key audit steps, auditing procedures concern ing strategy analysis, key indicators that are required as well as necessary to effectively monitor performance and risk assessment. Enron’s collapse has brought about standards that strengthen the responsibility of auditors in detecting fraud. The preceding requires evaluation of the effectiveness of an entities first management in preventing such misstatements as a result of fraud or other means. It also calls more attention to irregularities of a minor nature and thus appreciate their significance as the multiplicity of such small irregularities can be significant. Describe three (separate) codes of legislation under which statutory auditors may be required to make a report to the regulator in the event of non-compliance on the part of  a client with the law and provide examples where an auditor would be required to issue a report The Criminal Justice Act (Irish Statute Book, 20053) under Section 59 â€Å"Reporting of Offences† sets forth legislation whereby auditors may be required to issue a report to the regulator as a result of non-compliance by a client with statutes of the law. It describes under â€Å"relevant person† (Irish Statute Book, 20053) â€Å"(a) who audits the accounts of a firm†¦Ã¢â‚¬  Under the Act, an auditor is required to issue a report for the following: â€Å"(2) Where the accounts of a firm, or as the case may be any information or document mentioned in subsection (1)(b), indicate that – an offence under this Act (other than sections 8, 12 to 15, 49(1) and 52(8) may have been committed by the firm concerned, or such an offense may have been committed in relation to its affairs by a partner in the firm or, in the case of a corporate or unincorporated body, by a director, manager, secretary or other employee thereof, or by the self-employed individual concerned, the relevant person (which in this instance includes the auditor as described above), shall, notwithstanding any professional obligations of privilege or confidentiality, report that fact to a member of the Garda Siochana.† The instances referred to by the preceding are described as â€Å" (2) For the purposes of this Act a person deceives if he or she –â€Å" are as follows (Irish Statute Book, 20053): â€Å" 1. (a) creates or reinforces a false impression, including a false impression as to law, value or intention or other state of mind, (b) prevents another person from acquiring information which would affect that person’s judgment of a transaction, or (c) fails to correct a false impressions which the deceiver previously created or reinforced or which the deceiver knows to be influencing another to whom he or she stands in a fiduciary or confidential relationship â€Å" An example of the preceding shall be addressed under section (a). This refers to an instance whereby either contracts, or real property value of a corporations assets are miss-stated. Such can be accomplished through the utilization of a qualified or recognized third party or in collusion whereby said third party conducting said valuation is unaware of the addition of material miss-statements that inflate the value or price under said instances. A contract, for example, could be altered as to the agreed upon terms, payment, and thus said inflated price affects the outcome of an audit whereby the firm’s value of income is thereby heightened. The same type of back office procedure could also relate to an appraisal of real property such as plant, real estate or equipment whereby either its price, terms of sale or existence has been altered. These types of misconduct are the sustentative underpinnings. The foregoing broad examples represent the activities which resulted in the United States affecting such companies as WorldCom and Global Crossing. The miss-statement of various financial reporting areas caused the valuations of these companies to be inflated thus increasing the stock price before subsequent investigations uncovered the miss-statement errors. The bankruptcy proceedings and drop in stock price affected millions of shareholders and caused significant financial loss. Bibliography Association of Chartered Accountants. 2002. Definition of Risk Based Auditing. http://www.accaglobal.com/technical/responses/archive/650602 Bell, , T., Mars, F., Solomon, I. Thomas, H. 1997. Auditing Organizations Through a Strategic Systems Lens: The KPMG Business Measurement Process. KPMG Peat Marwick LLP, Illinois, Carmichael, Douglas. 2003. Professionalism is Primary. Speech delivered before AICPA National Conference 12, December, 2003, Washington D.C. Cosserat, Graham. 2000. Modern Auditing. John Wiley Sons. ISBN: 0470863226 Irish Statute Book. 2003. Criminal Justice (Theft and Fraud Offenses) Act. www.irishstatutebook.ie McNamee, David, Selim, Georges. 1999. The next step in risk management – risk-based auditing. Internal Auditor, published by The Institute of Internal Auditors, Altamonte Springs, Florida, The United States

Essay --

Introduction An anonymous narrator request the narrator of this poem to write of a lover that he had in the past to remember her youth and how he loved here. In the poem â€Å"When You Are Old† by William Butler Yeats, the author reveals that the central idea is the love for a woman a man had but the woman never loved him back. The author expresses the theme of this poem through tone, diction and poetic devices. The tone helps the reader understand the poem’s theme and emotions. He helps communicate the tone of the poem through his choice of words. In the first stanza, the tone seems to be calm and cozy because when the author quotes; â€Å"And nodding by the fire, take down this book†. Following, the second stanza states a more romantic tone. The author is trying to say that he out of all of the men loved her truly for how she was. He expresses this by the use of words. Finally, the third stanza communicates a more sad tone. The author is trying to express how â€Å"love fled† and how he is at his last moments and because she didn’t love him back in his youth she will feel remorse. The au... Essay -- Introduction An anonymous narrator request the narrator of this poem to write of a lover that he had in the past to remember her youth and how he loved here. In the poem â€Å"When You Are Old† by William Butler Yeats, the author reveals that the central idea is the love for a woman a man had but the woman never loved him back. The author expresses the theme of this poem through tone, diction and poetic devices. The tone helps the reader understand the poem’s theme and emotions. He helps communicate the tone of the poem through his choice of words. In the first stanza, the tone seems to be calm and cozy because when the author quotes; â€Å"And nodding by the fire, take down this book†. Following, the second stanza states a more romantic tone. The author is trying to say that he out of all of the men loved her truly for how she was. He expresses this by the use of words. Finally, the third stanza communicates a more sad tone. The author is trying to express how â€Å"love fled† and how he is at his last moments and because she didn’t love him back in his youth she will feel remorse. The au...

How Retail Operations Management Objectives Can Best Be Achieved

Retailing is now one of the world’s largest industries and it is in a permanent state of change. This change has been accelerating over the past decade, (Zentes et al. , 2011: Pg. 1). This sector is not only more competitive than in the past but the consumer is also increasingly more demanding and more complex, (Gordon et al. , 2006: Pg. 22). Retailers have to predict the desires of fickle customers, buy and allocate complex sets of merchandise, set the right prices, and offer the right promotions for each individual item.However, there are often wide gaps between supply and demand, which leave retailers holding too much of what customers don’t want, and too little of what they do’, (Friend and Walker, 2001: Pg. 133). This is a huge challenge which faces the retailer of today. Fisher et al. , (2000: Pg. 115) maintains that retailing’s formula for perfection is offering the right product in the right place at the right time for the right price. This is no e asy feat for the retailer and with merchandising decisions becoming more complex, the penalties for errors too are even steeper, (Friend and Walker, 2001: Pg. 33). This is why Gordon et al. ,(2006: Pg. 24) notes that in today’s cutthroat market, there is no place for a ‘head in the sand’ attitude. The importance of the areas of ‘retailing’s formula for perfection’ as stated by Fisher et al. , (2000) will now be examined theoretically and subsequently researched in the context of a successful, independent fashion boutique, Emporium Kalu. Right Product ‘Retailers capture their customers’ interest by the nature of their product range’, (Varley, 2006: Pg. 8).Fashion markets have become increasingly complex with consumers fragmenting into small groups who have very different needs and demand very different products. Varley, (2006: Pg. 8), maintains that product helps to position a retailer against it’s competitors within a given market, but problem many companies today face is that they sell very similar products and services to those of their competitors, (Ingenhoff et al. , 2010:83). Therefore, tremendous pressure is put on retailers to offer the customer something different, (Dvorak et al. , 1996: Pg. 121). In making roduct decisions for individual stores, buyers and retail managers have long relied on instinct, (Friend and Walker, 2001: Pg. 133) but in today’s marketplace many more factors need to be considered. What is at the core of the ‘right’ product is the retailer’s target market, they need to be given a good reason to choose one retailer over another, (Varley, 2006: Pg. 8). Four major trends which affect the consumer’s choice of product have been emerging in recent times.Since the consumer is at the core of what the ‘right’ product is, the retailer must pay attention to these trends and how they relate to their target customer. . The Savvy Co nsumer Whether you are a value fashion retailer or a high end department store, it is necessary to acknowledge that today, the consumer is more tuned in to the latest trends and styles in the fashion industry. Consumers have become more savvy about fashion as they can now access information about various fashion events around the world almost immediately through internet media like blogging, video sharing and podcasts. An increased number of weekly glossies, e. g. Grazia, also fuels this consumer demand for the latest look at a faster pace (Barnes, 2006:260).The consumer now knows what ‘should’ be in-store and retailers will suffer if they cannot provide this to their customers when they expect it. 2. Celebrity power Many Irish consumers find their fashion influenced a great deal by celebrities, with this being the most likely facet of their lives to be influenced by celebrity culture, (Mintel, Clothing Retailing-Ireland, 2011). Star style has never been more accessible . As a result of this constant exposure to celebrity lifestyle, 8% of Irish consumers claim that celebrities influence their purchases, (Mintel, Clothing Retailing-Ireland, 2011).This report continues to detail how this high level of interest in celebrities and their lifestyles is beneficial to the clothing retailing market and can be used as a tool to attract consumers by adding value to a clothing retailer’s product range, and help to drive sales. This can be seen when brands of clothing celebrities wear or clothing lines where a retailer collaborates with celebrities and well known fashion designers become popular. â€Å"In a celebrity-obsessed world, it’s no surprise that we all want to copy what famous faces are wearing†, (www. gsn. com, 2010). Celebrities, according to Olympio, (2007) represent a â€Å"glamour that most of us have idolized and wanted for our own†. This concept can be said to be the reason why people emulate styles they have seen on celebrities, for example, Joan Collins, who in the soap opera ‘Dynasty’, made shoulder pads a signature trend of the 1980’s. This can also be seen today where Sarah Jessica Parker, in ‘Sex and the City’ helped make Manolo Blahnik, the shoe designer, a household name, (www. wgsn. com, 2010).Retailers who choose to sell brands that are publicly linked or associated to a celebrity will stand to be of benefit if their target consumer aspires to be like said celebrity. 3. The Concept of Fast Fashion Gordon et al. , (2006: Pg. 22), remarks that retailers have to deal with constantly shorter product lifecycles. Fast fashion is a business strategy which aims to get new fashion product into stores in the shortest time possible and reduce the processes involved in the buying cycle consequently satisfying consumer demand, (Barnes et al. , 2006: 259, Bruce et al. , 2006: 330).This notion of consumer demand driving the fast fashion industry demonstrates the need to have the ability to act accordingly and respond quickly to these demands. Today, successful fast fashion companies have been moving away from the traditional fashion buying cycle of seasonal forecasting from historical sales one year in advance, (Bruce et al. , 2006:330), to creating smaller collections more frequently, (Barnes et al. , 2006: 261). Barnes et al. , (2006: 261), believe this is as a result of fashion trends being moulded by â€Å"what is happening on the street, in clubs, lifestyle hotspots and not 12months in advance of a selling season†.Long buying cycles have become inappropriate for the demands of modern fashion consumers. Bruce et al. , (2006: 329), maintain this is because fashion consumers â€Å"expect and thrive on constant change and so new products have to be available on a frequent basis†. It is no longer sufficient for retailers to have the same collection in-store all season; product ranges need to be constantly refreshed in order to be à ¢â‚¬Ëœright’. â€Å"Quick response is a concept that has become synonymous with the textile and apparel supply chain†, (Barnes et al. , 2006: 263).This approach to supply chain management is regarded as information driven, minimal pre-season ordering is engaged in and more frequent, in-season small orders are placed to take advantage of improved speed and flexibility, (Christopher et al. , 2004 as cited by Barnes et al. , 2006: 263). This quick response method allows companies to respond almost instantly to catwalk trends that would appeal to their target audience, therefore providing them with the ‘right’ product. The success of this high volume/low cost business model is down to constant and regular updates of fashion collections.For these types of retailer, (value) this has historically been the ‘right’ product as it satisfies the need for ‘newness’ by the consumer at a low cost, something which is central to what their target market seeks. 4. Quality Vs. Quantity: Durability has been found to be a key concern for Irish consumers as four in five R. o. I. consumers claim to make their clothes last, (Mintel, Clothing Retailing-Ireland, 2011). With the occurrence of the recession, consumers are more inclined to want to get the best value for money out of all the products that they buy.In terms of the clothing industry, they are increasingly likely to claim that they make their clothing last a long time. According to Mintel (2011), 81% of R. o. I. consumers agree with this statement as they note between 2007 and 2010 there was an 11 percentage-point increase in agreement with this statement among R. o. I consumers. This highlights that Irish consumers, are increasingly moving away from disposable fashion (i. e. clothing that they may only wear a few times), and towards buying clothing that they expect to last a long time, illustrating a higher demand for quality.Consumers who are now searching for high qualit y investment pieces that will last are driving sales within the premium womenswear market. â€Å"Nearly a quarter (23%) of women are opting to invest in fewer items of superior quality clothing that will last, a substantial increase of 10 percentage points since 2010†, (Mintel, Is the Era For Fast, Disposable Fashion Coming to an End? , 2011). While consumers may be seen to be cutting back in the recession but they are still willing to pay for high quality clothing, (Mintel, Clothing Retailing-Ireland, 2011).With this trend growing, it is necessary for the retailer to evaluate whether their target market is interested or seeking this quality in order to provide the ‘right’ product to them. The type of product on offer in Emporium Kalu has been described as having ‘fashion aesthetic that is unlike anything you will find anywhere else in Ireland’, (Harris, 2011). The Emporium Kalu customer is a ‘business woman, a student, a mother, a grandmother, anyone who wants to be feminine, elegant and unique. She appreciates beautiful design, stunning quality fabrics and subtle detail.She likes to wear timeless, great fitting pieces but puts them together in an individual and personal way’, (Louise Flanagan, co-owner of Emporium Kalu, 2011). The owners of the boutique, who are in business nearly fifteen years now, really know their customer. They have fantastic know-how on what customers want, (Harris, 2011). They pride themselves on offering their consumer exclusivity and uniqueness in their labels, (Louise Flanagan, 2011). They deliver on this by offering high quality brands such as Giles, Galliano, Maria Grachvogel, Alice by Temperley, M Missoni, Vivienne Westwood Red Label, and D&G.Kate O’Dwyer, (co-owner of Emporium Kalu) has stated that ‘even if we have a label that might be stocked somewhere else, we buy it differently. We buy it with the Emporium Kalu attitude. So it is always different to what you will fin d elsewhere’, (as cited in Harris, 2011). They are constantly searching for the ‘next big label’ so keeping a close eye celebrity fashion is a must. It is through this product differentiation and clear focus on their customer that Emporium Kalu have succeeded in buying the ‘right’ product for their store.Right Place/Location ‘A common cause of business failure among retailers is the selection of the wrong store location’, (Mazze, Pg. 17). Zentes et al. , (2011: Pg. 203), agrees and adds that a good location can lead to strong competitive advantages as location is ‘unique’ and thus cannot be imitated by competitors. It is necessary however for the location of a store to be appropriate to the retail business because in order to reach the right kind of customer it is important for a store to be in a street that reflects its image, (Varley, 2006: Pg. 173).The success of a retail store depends on many factors such as the storeâ⠂¬â„¢s location in relation to the region and the state, its situation within the community, its location on the street or in the shopping centre and the characteristics of the community and trading area, (Mazze, Pg. 17). The retailer also needs to take into account, the customer’s perception of the shopping task. Mazze explains this consideration in that a customer who wishes to obtain speciality goods like gourmet foods is not greatly concerned with how far he must go or the length of time it takes to get them.This implies that store location can be directly linked to the merchandise available within. This theory put forward by Mazze can be seen in practice by Emporium Kalu. The store is located in Naas, Co. Kildare, Ireland. This is not a large, heavily populated city with substantial daily footfall. It is a relatively small commuter suburb where many people reside but work in capital city Dublin. The store itself is positioned on the corner of a pedestrianised lane which meets the main street of Naas.This location ‘offers the kind of environment that attracts a more discerning shopper ‘, (Varley, 2006: Pg. 173). While Emporium Kalu’s location may not be preeminent, it offers the product ranges and service that consumers are willing to travel for. The owners leverage it’s merchandise and style expertise in a way that makes up for what it may lack in store location, so much so that it has been honoured with being ranked as one of the fifty best boutiques in the British Isles, (www. telegraph. co. uk). Right Quantity at the Right TimeVarley, (2006: Pg. 110), holds that getting the ‘right’ quantities of merchandise delivered into the retail organisation at the right time is necessary to satisfy both basic customer needs and retail management goals. The implications of getting product levels wrong are great; too much stock will threaten the profitability of a range and increase holding costs and too little stock wil l cause a loss of customers and sales, both direct and complementary. These errors can occur as a result of late deliveries, late orders or choosing the incorrect size mix.Choosing the perfect size configuration for a company store program requires careful calculation, (Cook Kimbrough, 2008: Pg. 36). A retailer must decide how much of a particular product line is needed for their store, (Varley, 2006: Pg. 110). Similar to the other ‘right’s, this decision is highly dependent on a fashion retailers target audience. Cook Kimbrough, (2008: Pg. 36), is of the opinion that a good rule of thumb is to think of the bell curve when choosing your sizes for your range. Sizes in the middle tend to sell about twice as much as the sizes at the extreme.As can be seen, the ‘right’ quantity includes many different factors and cannot be considered independently. Emporium Kalu operates with an exclusive image. They pride themselves on offering product that is ‘different to what you will find somewhere else’, (O’Dwyer as cited in Harris, 2011). They achieve this exclusivity factor through both the labels they offer and through their size configuration. They are not the business of mass selling product. ‘We want the consumer to feel special when she wears her clothing and she can be confident that she will not see other people wearing the same outfit.That is why we buy our ranges relatively wide as opposed to deep’, (Louise Flanagan, 2011). Therefore, the co-owners do not purchase large quantities of each style in-store which creates the ‘exclusive’ feeling. This strategy has proven to be extremely successful for this boutique and is the ‘right’ quantity for their customer and their retail organisation. Right Price Setting prices in today’s intensely competitive and dynamic retail environment is a complex task and developing a detailed understanding of consumer behaviour and buying patterns lies at the heart of any successful pricing strategy, (Gordon et al. 2006: Pg. 22). Retailers can use price in conjunctions with product quality, customer service quality and selling environment to make a very clear statement about the image they wish to communicate and about where they belong in the market, (Varley, 2006: Pg. 13). Therefore, pricing is directly linked to a retailers specific target market and the level of product quality they offer. This is clearly seen in the three main retailing pricing structures that Zentes et al. , (2011: Pg. 256) puts forward; 1. Value/ budget Price: Focuses on low cost and high volume selling of product. 2. Medium Price: Focuses on 3.Premium Price: Focuses on attracting customers who are less concerned with price and more interested product quality and prestige. In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. Empo rium Kalu is positions themselves in the premium price segment. They attract the type of consumer described in this segment by Zentes et al’s, (2011: Pg. 256). Kate O’Dwyer verifies this and states that ‘we're about beautiful pieces because there are people who appreciate the special and unique’, (cited in Harris, 2011).Whilst on buying trips, price is not at the forefront of the minds of the co-owners, it is more about whether the collection and quality is a good fit for the store and their customer, ‘if we love a piece, we have to have it’, (Flanagan, 2011). This pricing structure prevails for Emporium Kalu as they attract customers who are in pursuit of product prestige and service over lower cost. Right Personnel What has not been included in the ‘retailing’s formula for perfection’, and should be considered as a new addition, is having the right personnel to carry out the final step in the retailing process, that is, s elling product to the consumer.The rational for this inclusion is for without converting store visits into sales, the bottom line cannot be achieved and the other ‘rights’ are meaningless. Kotler et al. , (2005:446), too acknowledges personnel importance and states that it is a key way for a brand to stand out in the mind of the consumer is through providing top quality service as service is important to customers. Having the right personnel in your store can be an invaluable tool in creating and retaining customer loyalty. Individual help by floor staff, personal shoppers or stylists will enhance the customers experience and perception of the brand.For â€Å"it is here at the customer interface that business is either won or lost†, (Jackson et al. , 2009:84). This idea of the right personnel is central to the store offering in Emporium Kalu. The owners Louise Flanagan and Kate O’Dwyer, right from the beginning were focused on not only providing the custom er with exceptional quality products and brands but also exceptional service, (Louise Flanagan, 2011). This outstanding customer service is delivered through unrivalled, individual styling and advice, personal tailoring on garments, an in-store deposit facility and one to one after hours service if required.Co-owner Louise prides the store on having staff who provide first class, attentive assistance for all customers who walk through their doors, (2011). The consumer and their requirements are valued and are given the upmost consideration. This she believes, in part, is the way forward for independent retailers today. Offering the customer more than just a product but an enjoyable experience and advice they can trust so they feel confident in their clothes too. ConclusionIn order for a fashion retailer to achieve its retail operations objectives a number of considerations need to be taken into account and the customer is central to each. When choosing the ‘right’ produ ct, the target customer needs to be at the core of all decisions. Trends in their choices, spending power and what influences them are fundamental in selecting different collections. The product has to have the ability to satisfy the consumer, (Varley, 2006: Pg. 76). Jackson et al. , (2009: 83), maintains that uniqueness in product, a high level of quality and providing unique product benefits are a â€Å"critical differentiator in fashion†.When choosing a retailer’s location, in order for it to be ‘right’, the customer’s perception of the shopping task and the characteristics of the community and trading area need to be considered. If chosen appropriately, location can be a source of competitive advantage. Getting the quantities of merchandise ‘right’ for a retail organisation is highly dependent on a fashion retailers target audience and they what they require. It is a decision that cannot be made independently and is affected by timi ng and sizing issues.In order for a fashion retailer to succeed with their pricing structure and charge the ‘right’ price, product quality and consumer expectations need to be aligned. This will create loyalty among customers if a retailer can deliver on their pricing structure. The proposed additional ‘right’ of retailing, the right personnel could prove to be key in gaining a competitive advantage in the marketplace today. Offering the customer benfits other than the product like an enhanced in-store experience will aid the fashion retailer to endure the current difficult market conditions.

General Procedures for Elementary Classrooms

General Procedures for Elementary Classrooms The key to a well-managed organized classroom, is to create effective classroom procedures and routines. By implementing procedures, students will understand what is expected of them throughout the day. Once these are established, the number of behavior problems and classroom interruptions will be greatly reduced. Here is a list of general procedures and routines to teach in the classroom. Feel free to modify or adapt this list depending upon grade level and individual preference. Beginning the Day When entering the classroom, first put away your coat, book-bag, snack and lunch. Then turn your homework in the homework basket, place your attendance tag in the appropriate spot on the lunch count board and start you morning seat-work. Entering and Leaving the Room Enter and exit the classroom quietly. If you are coming in late or leaving early, do not disturb the other students. This procedure will be used for all situations throughout the school day. Lunch Count/Attendance Find your name and move your attendance tag to the correct column. If you brought lunch, place your tag under the bringing column. If you are buying lunch place your tag under the buying column. Using the Restroom (Younger students) You can get up and use the restroom freely as long as the teacher is not in the middle of teaching a lesson. (Older students) One student at a time my use the lavatory pass. They must return with the pass within three minutes or they will lose the privilege of going to the lavatory freely. Fire Drill When you hear the alarm, stop what you are doing, leave everything, and quietly walk directly to the door. The first person takes the fire drill packet while the second person holds the door open for the rest of the class. The last student closes the door and gets into line. Once outside, everyone is expected to stand quietly and wait for the announcement to come back into the building. Lining Up Wait until you or your row is called, then quietly stand up, push in your chair, and line up facing forward. Bring all the necessary items you may need with you. Ending the Day Clear off your desk, place papers to go home in your homework folder and wait to be called. Once you are called then gather your belongings, stack your chair, quietly sit on the carpet and wait to be dismissed. Additional Procedures: AnnouncementsClassroom jobsParticipating in group lessonsThrowing away trashGetting a tissuePledge of AllegianceClassroom visitorsSignals for attentionHelping other studentsWhen to use the pencil sharpenerWhen to use the drinking fountainHanding in homeworkCaring for classroom suppliesHandling classroom equipmentGetting ready for lunch or specialsChanging classesPassing out papersAsking questionsSnack timeParticipating in learning centersGoing to the nurse Additional Things to Consider Here are four additional things to consider when implementing your classroom procedures. Take time to practice It may take students several weeks to learn the various procedures that are expected of them. Take the time to practice over and over again until they understand. Once they understand what is expected, then you will have more time to teach. Make procedures simple For younger students, make them easy to follow. The more complicated they get, the longer it will take for the students to understand them. Make procedures visible Only post the most important procedures you want the students to follow. Leave the easy ones, like walking in the hallway and going to lunch from memory. Be Specific When teaching a procedure to the class, make sure you are specific and list your expectations exactly how you want the students to follow them.

Phlebotomy 101

Phlebotomy 101 Free Online Research Papers This paper is about a time in my life that took me back to classes at Ivy Tech Community College. I am a Certified Medical Assistant by profession. I am returning to Ivy Tech Community College once again to work on achieving my RN, registered nursing degree. I attended Ivy Tech Community College from the year I graduated high school in 1990 until 1992 when I received a Technical Certificate in Medical Assisting. I am a divorced, single mother of three children that include 2 boys, ages 9 years old and four years old and a daughter, age 13 and a half, going on 25. I seemed to be going back to school when an upheaval of some sort happened in my life. This just happened to be one of those times. I was married to my children’s father, Paul, for five years before he became employed by the Chrysler Corporation in the fall of 1999. I at the time was employed as Medical Receptionist, for New Castle Pediatrics and was pregnant with our second child. After working in the medical field for six years Paul and I decided it would be a good idea if I stayed home with the now 2 children. So, that’s what I did. It was the early winter of 2006 and life as I knew it was about to change in a big way. Chrysler Corporation in New Castle, Indiana where Paul was employed was being sold to a company named Metaldyne. Paul had the choice to stay employed at Metaldyne and take a â€Å"buy-out† from Chrysler or transfer to another Chrysler Plant possibly in another state. Paul had put in for a transfer to the Kokomo, Indiana plant, but due to his seniority Paul was forced to take a transfer to a Chrysler Plant in another state. Our family made a decision that we would put our home in Spiceland, Indiana, up for sale and Paul’s job would relocate to the Belvidere, Illinois Chrysler plant. We placed our home for sale and six months had passed with no offers for a buyer of our home in Spiceland. Paul and I were even making trips to Illinois, trying to find a home for us before he was to report to work in January of 2006. After talking to many realtors in Illinois and having our credit checked to purchase a home close to the Chrysler plant, our options of buying or renting a home for our family was looking bleak. As time continued to pass, the time for Paul to report to work in Illinois was drawing nearer. As our home still had a for sale sign in the front yard, Paul left the children and I behind hoping the house would sell and we could all join him soon to be reunited as a family. As the months started slipping by, Paul was working in Illinois and I was at home raising our three children. Paul and I started growing farther and farther apart, as husband and wife, and also as a family. It started seeming as if Paul was beginning a new life in Illinois basically without his family. He started calling and coming home less and less. Paul’s actions were telling me that we, as husband and wife, had another life altering decision to talk about making. It was now the Spring of 2006 and Paul and I had decided, after much consideration, we would divorce. He wasn’t sure he wanted â€Å"us† in his new life. I, now, going to be a single mother and not having worked in 6 years had some changing to do myself. As I scanned the computer and newspaper ads for jobs wanting a medical assistant, all the advertisements wanted were Certified Medical Assistants. So, back to Ivy Tech I went. I wanted to take the medical assisting review course to become certified. In doing this I hoped it would increase my changes of finding a job to support the 3 children and myself. Along with the certification review course, I also took â€Å"Phlebotomy 101†. I had always been interested in the more invasive aspects of my profession, and to receive financial aid, I also needed 3 more credit hours. â€Å"Phlebotomy 101† sounded like the course for me. For those who do not know what phlebotomy is, it is the technique used to draw blood from patients and the blood is used for laboratory testing. I enjoyed phlebotomy very much since it was a hand’s on experience. Our class was taught how to draw blood using proper techniques, and the correct color of tubes that are used for different types of lab testing. We began practicing drawing blood on a fake arm filled with a blood-like substance. Later, we had to draw blood on each other, yes our classmates! We drew names out of a hat of fellow classmates. The name we chose was the person whom we would be doing our live blood draw on. We had to have at least one successful â€Å"stick†, blood draw in order to pass the course. We chose our names from the hat and an older gentleman had drawn my name. After seeing who had drawn my name, he came to me and proceeded to tell me how nervous he was and how he was sorry to tell me this , but â€Å"I have the beginning stages of Parkinson’s disease†, Parkinson’s disease causes shakiness, I thought to myself. I then too was starting to become nervous for the both of us! As I took the blood-drawing chair, watching the shaking men prepare the equipment to draw my blood, I think I started shaking. He felt for my vein, and with shaky hands came toward my arm. Thankfully he got the needle in my vein on the first stick! Needless to say, I had quite a bruise on my arm the next day from the shaking needle in my arm. Phlebotomy class is one I will never forget and to this day phlebotomy is one of my favorite tasks to perform as a Certified Medical Assistant. Research Papers on Phlebotomy 101Personal Experience with Teen PregnancyTwilight of the UAWNever Been Kicked Out of a Place This NiceHip-Hop is ArtBringing Democracy to AfricaLifes What IfsStandardized TestingQuebec and CanadaThe Spring and AutumnEffects of Television Violence on Children

Managers learn better through experience. Theory has nothing to offer Essay

Managers learn better through experience. Theory has nothing to offer - Essay Example Management on the other hand, includes supervision of people, managing projects, and managing a budget. Therefore, management incorporates responsibility and thus it requires a lot of practice in order to acquire enough skills liable for management (Culpan 2002, P. 79). Managers learn better through experience and theory has nothing to offer. This statement is true to some extent and on the other hand, the theory has some importance. It is very true that experience is important to managers since the more they practice managing, the more they become efficient in their managing skills. On the other hand, an individual may learn the theory and harbours the knowledge without practicing what is learnt can make the individual lose the knowledge and eventually the theory ends up not helping the manager in any way. On the other hand, theory can help the manager in case he learns and practices it thus he acquires some experience greatly helps him or her. In the field of management, various le arning models try to explain the effect of the experience curve and the efficiency found in the output or the gains or investment made out of the effort applied (Burtles 2007, P. 36). Following the learning curves observed in the 19th century, it follows that experience suggests that the more times an individual performs or practices a task, very less time is required in the subsequent repeat of the same task. Statistics show that in 1936, in the United States, the Wright-Patterson Air Force Base whereby they came up with the resolution that the time required for labour of a double production of aircraft, requires a less percentage of labour time. This means that when the production of an item doubles the time used becomes less. This concept applies to the acquisition of knowledge and skills by the manager, the more an individual practice, the less time he or she uses in the labouring and thus the knowledge acquisition is fast. According to human psychology of how the human brain wo rks, human brain retains knowledge easily when practicing (Warwick & Bolton 2008, P. 135). Therefore, learning curve suggests that in every double quantity of items produced, the cost for that decreases at the same rate. Thus, in theory alone has nothing to offer to the managers. Managers need learning experiences. The effect of experience curve shows at the production or in the quality of the output of the service and doubling the volume of the cumulative decreases, the cost of the values added at the same percentage. The main reason for the application of the experience and the learning curves in management is the complexity of the learning processes. Experience effects become very important because of the labour efficiency. Many employers and companies require managers who have enough experience since they are sure of efficient labour hence efficient output. Experience curve is also important because of the Technology-driven learning. In order for a manager to posses some efficie ncy qualities, he, or she has to be pro-efficient in the technology. Learning technology requires practice since it is more of a practical subject than being a theoretical subject. Another importance of the experience curve is for the better use of equipments. An individual has practiced, experiment, or experience to use equipments correctly. Other importance of the experience curve includes, standardization, specialization, and methods of improvements, redesigning of the products, building networks and in the

Timeline Essay Example | Topics and Well Written Essays - 250 words

Timeline - Essay Example Ferguson. This case declared that laws which created separate, but equal schools for black and white students, unconstitutional (McBride, 2006). 1964 - Civil Rights Act – This is legislation that outlawed discrimination based on race, color, religion, sex or national origin. It ended racial segregation in schools, in the workplace and in facilities (Whalen, 1985). 1971 – Sawnn v. Charlotte-Mecklenburg Board of Education – The court ruled that when finding ways to handle the issue of illegal segregation in schools assigning students to bussing was legal (Mickelson, 2001, p. 215-252). 2003 – Grutter v. Bollinger – This case upheld affirmative action in education as long as there was a â€Å"highly individualized, holistic review of each applicant’s file† and in which race was not considered (Cornell University Law School, n.d.). The consequences of each of these cases eventually lead to total desegregation in the United States. As the timeline shows, with each case, the laws became more and more open to equality among the races. In terms of schools and children, there is now no desegregation and schools are racially diverse as well as the transportation to those schools. Students from any race are allowed to attend their public neighborhood school without issue thanks to the people who pursued these cases. Epstein,  L., & Knight,  J. (2001). Piercing the veil: William j. brennans account of regents of the university of california v. bakke. Yale Law & Policy Review, 19(2), 341-379. Retrieved from http://www.jstor.org/stable/40239568 Mickelson,  R.  A. (2001). Subverting swann: First and second generation segregation in the charlotte-mecklenburg schools. American Educational Research Journal, 38(2), 215-252.