Gas Laws free essay sample

Boles Law Introduction Air is surrounding us. We take noticeable all around with the goal that our body can get satisfactory gracefully of oxygen gas. Our lungs grow as they load up with air and take in oxygen, and unwind as they discharge carbon dioxide. Plants thus, go through the carbon dioxide during the procedure of photosynthesis to produce sugars. Life as we probably am aware it would not have been conceivable without the life-continuing gases found in the air Like breathing, numerous other human exercises include gases. At the point when air is siphoned into - 5_ a bike or car tire, a blend of gases is packed into a little volume. Helium gas make toy inflatables skim. Gas used to fill elastic rafts and vests applies pressure on its holders, giving them unbending nature and shape. Throughout recent centuries, researchers are interested about how gases carry on. Examinations on the conduct of gases primarily concern the relationship among the four significant properties of gases: illume, weight, temperature and sum in moles. We will compose a custom article test on Gas Laws or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page This exercise presents the connection among volume and weight at steady temperature, which is otherwise called Boles Law. What you will do Activity The addendum of 1 alludes to the first conditions while 2 alludes to the new conditions. The figure on the correct shows what befalls the volume of an example of gas when weight is expanded while keeping up the temperature. Note the backwards relationship of weight and volume. Figure 1. 3 Illustration of Boles Law Checkpoint Explain as far as Boles law what happens when you then again crush and discharge an empty elastic ball. Answer: When you crush an empty Auber ball, the volume diminishes and the weight inside the ball increments. W the crushing stops, the volume increments and the weight diminishes inside the ball. Is it accurate to say that you are prepared to encounter Boles Law in real life? Give these exercises a shot your own or along with a companion. - 8-Activity 1. 3 In this movement, you will exhibit Boles Law utilizing straightforward materials. You will require a few little marshmallows and a plastic syringe with a measurement sufficiently enormous to fit the marshmallows. You will likewise require the plastic top however not the needle of the syringe for this. Evacuate the unclogger of the syringe and put the marshmallows inside. Return the unclogger permitting just a little space for the marshmallows. Spot the top firmly (you might need to utilize wax to seal it). Gradually pull the unclogger away and perceive how the marshmallows mysteriously extend! They will come back to the first size in the event that you discharge the unclogger. Would you be able to clarify these perceptions as far as Boles Law? Attempt these Self-Test inquiries to check how well you comprehended Lesson 1 . Individual test 1. 1 Directions: Read every thing cautiously and flexibly the necessary data. 1 . A specific model of a vehicle has gas-filled safeguards to make the vehicle run smoother and less uneven. Portray the gases inside the safeguards hen the vehicle is loaded with travelers contrasted with when the vehicle is unfilled. 2. Which diagram exhibits Boles law? Vertical hub is V and level hub is P a. B. C. D. 3. In the event that the weight on a gas is diminished by one-half, what will befall its volume? 4. A 40 L swell is loaded up with gas at 4 ATM. What will be its new volume at standard weight of 1 ATM? 5. A gas at 30. ICC involves 500 ml at a weight of 1. 00 ATM. What will be its volume at a weight of 2. 50 ATM? Key to answers on page 21 . Exercise 2. Charles Law Introduction In this exercise, we will explore Charles Law, which relates changes in he temperature of a restricted gas kept at a consistent strain to the volume of the gas. You will be acquainted with another condition that decides the variety of gas volume with change in temperature. Conversation Jacques Charles was a French scientist popular for his analyses in expanding. Rather than sight-seeing, he utilized hydrogen gas to fill expands that could remain above water longer and travel farther. Figure 2. 1 Jacques Charles slaw/slaw. HTML Charles Law expresses that tort a given sum tot gas at steady weight, the volume is legitimately corresponding to the temperature in Kelvin, V a T. Charles Law is communicated in condition structure as: TIFT = TV.

Internet Entrepreneurship Assignment Example | Topics and Well Written Essays - 4000 words

Web Entrepreneurship - Assignment Example This paper subtleties the market open doors for giving a sheltered social net work for clients who are youngsters. The created site is named www.emuu.com and will be promoted in this name and style through the web. This paper is organized to introduce the market openings, proposed business methodology covering the client division and offer for the clients. What's more the paper likewise presents a business and income model for the advertising of www.emuu.com and the plan of the association and the issues that should be thought of while firing up the web business. The achievement of promoting an informal organization relies upon the choice of an appropriate social net work programming to plan the site and furthermore on the arrangement of the correct sort of administration to the clients so they remain longer with the site (Ron McNeil). The goal of the social net work is to enable the clients to develop enormous networks and gatherings over the time. The webpage ought to make more open doors for the clients to remain longer with the site and make the correct sort of client dedication which is a flat out need for effectively running a person to person communication site. ... The goal of the social net work is to enable the clients to develop huge networks and gatherings over the time. The webpage ought to make more open doors for the clients to remain longer with the site and make the correct sort of client reliability which is an outright need for effectively running a person to person communication site. In accordance with these perceptions, www.emuu.com is being advanced as social net work for more youthful individuals with the accompanying points and targets. 2.1 Aims and Objectives of the Internet Marketing Website emuu.com A definitive point of the site is to make a sheltered informal community for the youngsters which has a genuine incentive for the time and cash the youngsters spend on the site. So as to accomplish this point the site has the accompanying targets: (1) Providing various instructive games which have the impact of animating the brains of youthful clients; the games won't be the typical PC games however will have a decent instructive worth and will add to the creation and improvement of explanatory abilities among the small kids (2) Encouraging the correspondence between old companions and new ones who acclimated through the web; the webpage will go about as the base for the improvement of an important correspondence between the supporters and the guests to the site (3) Enhancing the significance of the web security by giving appropriate shields as encoded client names and passwords with the goal that the data provided on the system isn't being abused by fraudsters for ill-conceived purposes 2.2 Product Offering The site proposes to offer the accompanying items

Outline Writing and Essay free essay sample

You may survey models Of both the harsh and last drafts of a Take a Stand Essay. Beginning: Topic 2 Brainstorm: As an undergrad, it is significant for you to realize how to set up a paper. You should start the creative cycle by conceptualizing potential ideas you might need to compose on and inquire about. There are numerous ways you can conceptualize, for example, Free Writing Listing Mapping/Webbing Take some an opportunity to conceptualize potential thoughts for your exposition. Here are a few proposals for beginning: Focus on a solitary issue or issue that is essential to you.State the issue as an inquiry utilizing journalistic inquiries, for example, WHO, WHAT, WHERE, WHEN, and HOW? Loosen up the psyche and body! Unwinding improves sharpness, so set aside some effort to consider the point you chose. Conceptualize around three to four answers for the difficult you have picked. Give yourself a period limit. Set a period limit for your meeting to generate new ideas (1 0 minutes is suggested), however take into account a few arrangements or thoughts to your issue. We will compose a custom exposition test on Layout: Writing and Essay or then again any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page On the off chance that you begin to float off point; get pulled together or stop and return to the conceptualizing when you are invigorated or have additional time assigned. Assess your thoughts. When you have finished your meeting to generate new ideas, return and assess your thoughts and arrangements. Your answers ought to be discerning and reasonable, and reachable before you continue further with the creative cycle. Settle on your Audience: Who is the crowd you are wishing to address? Who do you need your crowd to think about the point, or would you like to illuminate them on the issue you are standing firm on? Will there be pieces of information in your exposition about who your crowd is? For this task and exposition, your educator will peruse your article; in this way you ought to compose your paper in Third Person.Third Person: The most well-known type of composing at the scholastic level, and how you will compose the greater part of your conventional papers. In Third Person, you are keeping in touch with a group of people, and giving knowledge and data to advise and you will utilize such pronouns as he, she, or they. Second Person: This is most uncommon perspective ut ilized, on the grounds that it is utilized to address someone else, for example, in a counsel segment or cookbook with bearings given. This perspective uses you to address someone else in the composition. First Person: Most generally utilized, and furthermore most erroneously utilized at the scholarly level.This is taken from your own point of view, so you see the utilization of l and we all through the composition. This type of composing ought to be utilized with individual point of view, reflection, or in personal histories. Build up a Thesis Statement: You have to start to arrange your considerations about your subject into a proposal proclamation. The theory explanation ought to educate the rest regarding your article by expressing your position and your supporting contentions unmistakably and briefly. Your postulation explanation ought to be 1-2 sentences long talking about your three primary concerns you wish to address in the body sections of your essay.This will be your last articulation in the presentation passage, and will likewise enable the peruser to perceive what will be examined in the accompanying passages. Kindly audit the talk notes on postulation composing on the off chance that you are not satisfactory on the organizing, as this is a significant component to get right before proceeding with your composition. Lead Research: Once you have made your postulation articulation and know the course of your article, you should start gathering information on your chose point to help you in supporting the answers for the issue you present in your essay.Using he GUCCI library, find three to five PEER REVIEWED sources identified with your proposition proclamation. Gather your information, sort out it, look at every reality; make an effort not to stall out on one arrangement as you have to show support inside every one of your supporting body sections. You are required to use at any rate 1 companion evaluated source inside your paper, anyway it is acceptable practice to start utilizing numerous sources as this will be a later desire in future courses. Make an Outline of your Essay: It is basic to compose your musings about your chose point by making an exposition outline.An blueprint will guarantee that you remain on theme all through your paper, just as adjust to your proposition articulation. *This will be a piece of your Topic 2 Assignment, so a framework organization will be given to you to follow. Composing your Rough and Final Drafts of the Essay: Topics 4 6 Rough Draft: Due in Topic 4 arrange every one of your considerations and thoughts and compose an unfinished copy of your paper. Refining thoughts is necessary to finishing the work in progress of any exposition or composing venture. To help you with this segment, it would be ideal if you get to the GU Style Guide and Template situated in: The Writing Center under the Student SuccessCenter in the Classroom. You should utilize this layout and manual for complete your unfinished copy to guarantee you have all arrangement components. There is likewise a task rubric that will furnish you with subtleties on what components will be assessed, and how your general evaluation will be looked into and applied to this task. Utilize the Academic Writing Resource situated in the Course Materials; this is an incredible instrument to use as you manufacture and furthermore audit your composition. Edit before submitting! You are relied upon to audit your spell and language structure checks before submitting to your teacher; there ought to be no odoriferously blunders!

Technology and Educational Instruction Essay Example | Topics and Well Written Essays - 3750 words

Innovation and Educational Instruction - Essay Example PCs are instruments that can be utilized to achieve a horde of errands and accomplish any of various objectives. They can be utilized to advance higher request thinking aptitudes or to play careless games. In any case, explore will in general demonstrate that innovation isn't being utilized suitably in today’s study halls (Kleiman, 2000; Glennan and Melmed, 1995). One way that this device can be utilized is as an impetus for change. Specialists have discovered that when a study hall is submerged in innovation, numerous things start to change in the study hall. Educator/understudy connections change as educators escape from the job of teacher and start to come close by the understudy as facilitator or mentor. This is a consequence of an adjustment in the manner that instructors educate, moving from conventional guidance with talk, drill-and-practice, and repetition retention of realities toward a constructivist model which advances dynamic understudy learning through request, critical thinking, and joint effort with companions and grown-ups. Be that as it may, these are not by any means the only changes innovation can bring to the study hall. Innovation joining, done accurately, can prompt accomplishment for everybody (Apple Classrooms of Tomorrow, 1995). In 1996, President Clinton and Vice-President Gore presented the reason for innovation incorporation in the Technology Literacy Challenge. The explanation behind innovation in the study hall isn't to give best in class gear for the good of its own. Rather, the job of innovation is to build understudy accomplishment by utilizing this apparatus (Wenglinsky, 1998). Numerous states have put a large number of dollars into innovation. ... Educator/understudy connections change as educators escape from the job of teacher and start to come nearby the understudy as facilitator or mentor. This is an aftereffect of an adjustment in the manner that educators educate, moving from conventional guidance with talk, drill-and-practice, and repetition remembrance of realities toward a constructivist model which advances dynamic understudy learning through request, critical thinking, and coordinated effort with friends and grown-ups. Be that as it may, these are not by any means the only changes innovation can bring to the homeroom. Innovation joining, done accurately, can prompt accomplishment for everybody (Apple Classrooms of Tomorrow, 1995). In 1996, President Clinton and Vice-President Gore presented the reason for innovation joining in the Technology Literacy Challenge. The explanation behind innovation in the study hall isn't to give best in class gear for the wellbeing of its own. Rather, the job of innovation is to build understudy accomplishment by utilizing this device (Wenglinsky, 1998). Numerous states have put a large number of dollars into innovation. In 1996, Pennsylvania propelled a three-year program named Link to Learn, a venture costing $ 109 million (Yakel and Lamberski, 2000). The objective, as indicated by Governor Tom Ridge, was to keep Pennsylvania instructively and econmomiclaly serious in a world that inexorably depends on innovation, (Commonwealth of Pennsylvania, 1998). All the more explicitly, the ward needed toassist schools in getting innovation, to change instruction with the goal that it stretched out past the dividers of the schools, to give instructors assets and capacities to incorporate innovation in their homerooms, to empower schools and libraries to become innovation

Planning Strategic Human Resourse And Management Polices Business Essay - Free Essay Example

Introduction Planning Strategic Human Resource (SHR) is a part of Strategic Human Resource Management (SHRM) and planning SHR policies is an important aspect to be considered in every organization. Effective planning of human resource (HR) policies will lead an organization to work effectively and also improves productivity. Apart from this human resource strategies play an important role in achieving organizational objectives and goals. Apart from achieving organizational objectives, a good HR strategy also supports specific strategic objectives of operational, financial, marketing and technology departments. In the following sections we will discuss in detail the HR strategies and how they affect the school districts structure and changes, importance of SHR planning, SHRM approaches and how education councils formulate or plan SHR decisions and choices and the challenges of SHR planning process in detail. Human Resource Strategies For school districts to improve in the market place or to gain competitive advantage, changes in the HR strategy is a must and it is believed that changes in the HR policies and practices show a wider impact on the schools environment and some of which could be Changes in the overall employment marketplace such as pay levels, demographics etc. Cultural changes These changes could affect the future processes of recruitment or employment Changes in employee relations environment Changes in the work practices These changes could be due to the HR practices followed in other organizations or develop new work practices. Effective planning and designing HR policies and practices will maximize the companys likelihood of success considering this HR strategy should aim at effective people management through which organization is aiming at achieving long and short term . Based on this contradiction HR should ensure that It has the right people in the right place right job assigned to the right or eligible person. It has the right mix of skills eligible persons should have the necessary skills and knowledge to perform the work properly Employees show good attitudes and behavior Organizations should ensure that employees behavior is right and have a good attitude towards work and organization. Employees developed in a right way school districts HR should ensure that proper training, coaching etc are provided to the employees so as to improve their skill in the related job. Importance of Strategic Human Resource Planning Integrating human resource management strategies and systems to achieve the overall mission, strategies, and success of the firm while meeting the needs of employees and other stakeholders- Before discussing the strategic HR policies and practices first let us see the importance of strategic HR planning. Strategic planning help school districts to work more effectively and efficiently by Setting the strategic direction Formulating effective strategies show positive outcomes which the school seeks to achieve and includes schools vision, mission, goals and values. Strategies are prepared based on the external environment. Strategies focus on supporting HR policies so as to accomplish organizations mission, vision and goals. Designing HRM system Effective HRM system is important in any school districts wherein the HR focuses on selecting, designing and alignment of human resource policies, plans and practices. Planning the complete workforce Planning school districts and work design or work structure is as important as designing workforce. Effective workforce planning helps in bringing out the expected results. Creating or producing the necessary human res ources Organizations need to effectively plan strategies for recruiting, selecting, appointments etc. Investing in HRD and performance Planning strategies for promotions, rewards, compensations, career planning, performance management etc. will help in better organizational and employee outcomes. Assessing and sustaining organizational performance and competence Effective strategies will lead to succession planning, good organizational culture and evaluating effectiveness of HR strategies. The overall purpose of SHR planning is to ensure enough human resources so as to meet the strategic and operational goals of the organization upgrade the social, economic, technological trends that effect human resource in the organization and finally to be flexible so that organizational change could be anticipated. Therefore, SHRM approaches play an important role in the process of effectively planning and implementing strategic human resources policies and practices. Strategic Human Resource Categories In an organization, HR strategy will add value when it is carefully considers the existing and developing plans so that it could identify and focus on common themes and implications that could probably happen or would never happen. According to major, HR practices fall into four major categories explained as following Flow of people It includes promotions, transfers, outplacements, training and development. Flow of performance Management This includes measuring job performance, appraisals, rewards and regular follow ups. Flow of information Organizations should keep in touch with the important external realities, manage internal communication and perfectly and/ or properly design information technology infrastructure. Flow of work This includes organization structure, work process design and other physical arrangements. Strategic Formulation Strategies and Choices Formulating and developing strategic HR policies is a part of strategic HR planning. Strategic formulation includes evaluating the interaction between the strategic factors and making strategic choices organizations should ensure that developing HR policies to support organizational strategies should include five major strategies so as to meet the organizations needs in future Restructuring strategies This strategy mainly includes reducing workforce either by termination or attrition, restructuring group tasks so as to create well designed jobs and recognize work units to be more efficient. strategy HR should see for the best approach keeping in view the cost effectiveness. Recruitment strategies This includes hiring new employees with the necessary skills and abilities that match the organizational needs (current needs and future needs). Considering the requirements and options organizations need to promote job openings and encourage suitable individuals to apply. This strategy helps organizations to choose the right candidate who can align with future changes planned for future. Training and development strategies This strategy includes providing training and other related processes to employees to take new roles (job responsibilities) and present staff with career developing opportunities (this also helps the organization to promote the same employees in future other than hiring new staff). Collaboration strategies It could also be called as merging strategies where in the organization could collaborate with other organizations which help the organization to be successful and also can overcome the shortage of certain skills. Outsourcing strategies This strategy looks for external sources (individuals or organizations) to do some of the organizational tasks (for example consultants and so on). Here organizations should also focus on the implications of such process and take necessary actions to assess the strategy before implementing. According to Purcell (2001) strategic choices could be upstream or downstream type of strategic decisions. Where in upstream look for long term decisions and down stream look for short term or new decisions on the structure of the firm. Challenges of Strategic HR Planning Organizations before planning should identify and focus on which plan or strategy are fundamental so as to achieve organizational goals and objectives. It is important for organizations to look in for the following Planning issues concerned to workforce (workforce requirements, recruiting)) Planning sequence (prioritizing work process) Planning for improving skills in workforce (trainings, coaching, conduct workshops etc.) Employment equity plans (compensations, benefits, promotions, rewards etc.) Issues related to motivation and fair treatment (appraisals, rewards, respect, attitude of management towards employees) Designing pay levels (recruiting new employees, retain, motivate people etc.) Developing a framework for performance management so as to meet the needs of all levels and sectors of organization Career development frameworks to develop employee skills and knowledge Apart from all the above, organizations must also focus on the various implicati on of implementing the proposed policies or practices. Improper planning and implementation of HR strategies could lead to many other issues in the organization such as employee job dissatisfaction, work load due to change in work processes, lack of effective skills, lack of good leadership and so on. So, it is also important for organizations to look for the organizational needs, available resources (operational and financial) and based on the needs and available resources formulate HR policies and communicate properly (use proper communication channels) and evaluate the policies and/ or strategies before implementing the strategies. Conclusion Strategic human resource management is an important aspect that needs to be considered in all the organizations. SHRM approaches help the organizations to effectively develop HR strategies and thereby planning and effectively implementing them. Good HR planning, practices and policies are very crucial and organizations could achieve competitive advantage, improve its market place, develop its employees which will in turn help the organization to perform better get more output both externally (income) and internally (through better employee performance). Effective planning and implementation of HR strategies therefore help the organization to achieve its goals and objectives.

The relationship between HRM practice and employee work-related attitudes and examine whether different approaches to measurement of HRM gives different results - Free Essay Example

The relationship between HRM practice and employee work-related attitudes Introduction The concept of human resource management (HRM) has received focussed attention for around 20 years, with the catalyst being that many US companies found they were being rivalled and in some instances overtaken, in markets they had dominated (Ehrlich, 1994, p. 492). As Lodge (1985, p. 319) observes: By the early 1980s there was still little disagreement that US corporate managers, employees and trade unions would have to change their ways in order to compete successfully for markets in America and abroad. Harvard university academics introduced a new compulsory component of HRM into their MBA syllabus and reinforced this so-called Harvard Model with influential books and articles (Beer et al., 1984; Walton, 1985b; Walton and Lawrence, 1985). While there would surely have been a genuine desire to help US business, US society, and even US employees, there was also a long-term effort to ensure that the Harvard Business School faculty provided leadership in human resource management (Walton and Lawrence, 1985, p. xx). The Harvard concept stresses that HRM should lead to employee commitment not simply as a means to employer objectives of improved productivity and profits, but because the fulfilment of many employee needs is taken as a goal rather than merely a means to an end (Walton, 1985a, p. 49). At about the same time as the Harvard concept was being developed another viewpoint was being promulgated by academics who supported a strategic concept of HRM, with the major work edited by Fombrun et al. (1984). This work emphasises that the four generic human resource activities of all organisations: selection/promotion/placement process; reward process; development process; and appraisal process (Tichy et al., 1984, p. 26) need to be strategically aligned with the organisations overall strategic objectives. Hard and soft HRM British writers have focused on the differences between the Harvard commitment concept of HRM and the strategic HRM concept. Keenoy (1990, p. 368) sees the Harvard concept as philosophically grounded in the recognition of multiple stakeholders and the belief that the practice and benefits of HRM can be achieved through neo-pluralist mechanisms, while the strategic concept is almost uniformly unitarist in orientation and displays a quite singular endorsement of managerial values. The former is frequently referred to as soft HRM, while the latter is hard HRM. In theory, soft HRM fulfils employee needs as an end in itself, and the favourable attitudes generated from the use of appropriate HRM practices (Guest, 1997) together with communication, motivation and leadership (Storey, 1987, p. 6), result in commitment to the organisation and improved performance. Hard HRM is only concerned with the effective utilisation of employees (Guest, 2002) and emphasises the quantitative, calculative and business strategic aspects of managing the head count resource in as natural a way as for any other economic factor (Storey, 1987, p. 6). If the reality of soft HRM practice was that it produced the benefits referred to in the rhetoric of academic evangelists such as Richard Walton then it should be highly favoured by both employees and employers. Questions have been raised by a number of researchers, however, about the ability of soft HRM to achieve these benefits. There are two concerns. The first is that the real motive behind its introduction is to undermine unions (Sisson, 1994). Indeed, going back to the introduction of the Harvard concept of soft HRM, Lawrence (1985, p. 362) writes about a seminal colloquium on HRM between 35 senior executives and Harvard academics. He claims that the question as to whether HRM was designed to keep the union out was emphatically denied, and he protested that all but three of the firms represented were at least partially unionised, with several having had a significant number of units of both kinds, with their older plants unionised and the newer ones not. An unreasonable interpr etation therefore would be that these leaders of commitment HRM will happily dispense with unions given the opportunity. Indeed, Lawrence (1985, p. 362) admits that there was a general view that in a well-managed unit with decision-sharing, a union was not needed to represent employee interests. Guest (1990, p. 389) concludes, the main impact of HRM in the United States may have been to provide a smokescreen behind which management can introduce non-unionism or obtain significant concessions from trade unions. The second concern is that meeting the needs of employees has never been an objective in itself, and has simply been the normative view of what Harvard academics would like to see as the employment relationship. Truss et al. (1997, p. 70) in a study of soft and hard models of HRM, concluded that even if the rhetoric of HRM is soft, the reality is almost always hard, with the interests of the organisation prevailing over those of the individual. Similar conclusions have been reached by Keenoy (1990), Poole and Mansfield (1992), Guest (1995) and Legge (1995a, b, 1998). If the soft model of HRM has validity, then there should be a clear relationship between the experience of soft HRM practice and positive employee attitudes (reflecting their needs are being met) and increasing employee commitment as well as improved productivity. Surprisingly, however, most of the research and reporting on HRM has ignored the views of employees. Legge (1998, p. 14) points out: when reading accounts of HRM practice in the UK and North America it is noticeable the extent to which the data are (literally) the voices of management. Guest (1999, p. 5) agrees, claiming that from its conception human resource management reflected a management agenda to the neglect of workers concerns. Some studies have considered employee reactions to HRM (Gibb, 2001; Appelbaum and Berg, 2000; Mabey et al., 1998) but Guest (2002, p. 335) is perceptive in his criticism that a feature of both advocates and critics of HRM is their neglect of direct evidence about the role and reactions of w orkers. Even the exceptions noted which gave employee reactions to HRM did not relate the employee experience of HRM practices to their reactions, and Guest (1997) argues for a research agenda that addresses this gap. This paper aims to contribute to this gap by fulfilling two major objectives. The first is to add to the limited number of studies which have tested to see if there is a relationship between HRM practice and positive employee attitudes. The second objective is to see if there is a significantly stronger relationship between HRM practice and employee attitudes if employee perceptions of HRM practice are taken as the measure of HRM rather than employer perceptions, which has been the approach taken in general by previous researchers. HRM practice and employee work-related attitudes The soft model of HRM, as stated previously, suggests a relationship exists between the use of appropriate HRM practices and positive employee attitudes, and while theoretically these relationships remain poorly developed (Guest, 1997, 2001), a number of attitudes are nonetheless widely considered to be an outcome of soft HRM. For example, levels of job satisfaction, which is the affective perception that results from the achievement of desired outcomes (Harber et al., 1997), are found to be related to levels of HRM practice (Guest, 2002; Ting, 1997). High levels of employee commitment have also been found to be related to the use of appropriate HRM practice (Guest, 2002), and results from investing in HRM practices which benefit employees. For example, the provision of opportunities for training and skill development benefits the employee by equipping them with the necessary knowledge, skills and attitudes to function autonomously and responsibly (Guest, 2002). Furthermore, it impro ves retention and enables them to cope with change in the work environment (Guest, 2002). Organisational fairness is the term used to describe the role of fairness as it directly relates to the workplace and is concerned with the ways employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Moorman, 1991, p. 845). The HRM systems, policies, and procedures that operate in an organisation have been identified as impacting on an individuals perceptions of bias and fairness (Kurland and Egan, 1999; Greenberg, 1990). Studies show that where employees believe they are treated fairly in the workplace then they hold positive attitudes towards the organisation (Moorman, 1991), whereas HRM practices that are perceived to be unfair have been found to result in the employee feeling bewildered and betrayed and thus less committed (Schappe, 1996). As far as the relationship between HRM practice and employee attitudes is concerned, the HRM practice dimension has been measured by collecting data from employers in one of the two ways using additive measures of HRM practice or self-reports about the extent to which particular HRM practices have been operationalised. A possible third approach would be to collect employee views about the operationalisation of HRM practice and then relate these reactions to their attitudes. These approaches are described below. The additive approach To date the most common approach for assessing the relationship between HRM practice and employee work-related attitudes is the additive approach. This involves employers indicating, using a yes/no response format, which HRM practices from a predetermined list currently operate in their organisations. The yes responses are then added together, and the assumption is that a higher sum indicates better HRM. Researchers using the additive approach usually correlate the total number of practices with the HRM outcomes being examined. Research exploring this relationship show a strong correlation between high numbers of HRM practice and positive employee attitudes (Fiorito, 2002; Guest, 1999; Guest and Conway, 2002; Appelbaum and Berg, 2000). While this approach is frequently used, it has attracted criticism (Fiorito, 2002; Guest, 1997, 2002). The additive approach is very simplistic. If an employer claims a practice is utilised there is no differentiation on the basis on how well, or to what extent the practice exists. For example, there could be token training and development, or a high level of commitment to a professional and effective training and development programme. Both examples are credited as a yes. This perceived weakness has led some researchers to use employer self-reports about the strength of HRM practice. Employer self-reports about the strength of HRM practice Guest and Peccei (1994) suggest that an improvement on the additive approach is to assess the extent or strength of practice using response bands such as those contained in Likert scales. Such an approach sees employers self-reporting, either on the extent they consider particular HRM practices to be effective (Delaney and Huselid, 1996), or alternatively on the extent to which HRM practices have been operationalised (i.e. to what extent practices are practised) in their workplace (Kane et al., 1999). Guest (2001, p. 1099) claims further research is needed to test the extent that employer and employee views on HRM practices coincide or differ. Specifically he suggests: There is now a need for more research comparing the responses of managers responsible for developing and overseeing HRM practice and employees to identify levels of agreement about the operation of practices such evidence as it is possible to glean from reports about levels of autonomy and consultation suggest that levels of agreement might be quite low. Support for this assertion has already been found. For example, Appelbaum and Bergs (2000) study comparing supervisor and employee perceptions about participative initiatives in US organisations found wide differences. Similarly, Kane et al. (1999) also found evidence of perceptual differences about HRM between different organisational stakeholders. While managers and employers are important stakeholders, so too are employees. This has led to a strong call for employee voice to be heard in HRM research (Guest, 2001). Employee self-reports about the strength of HRM practice Given the apparent perceptual differences between employers and employees perceptions of HRM then a third approach that could be used would see employees reports on the strength of operationalised HRM practice analysed in relation to their levels of work-related attitudes. There is now growing support for assessing HRM from the employee perspective emerging in the literature (Fiorito, 2002; Gibb, 2001; Guest, 2001), and given that where the concern is employee attitudes, then it is intuitively logical to relate that to employee rather than employer perceptions of the effectiveness of HRM policies and practices. Method The most common approach employed in studies assessing the relationship between HRM practice and employee work-related attitudes is the survey (Cully et al., 2000; Guest, 1999), and this is the method of data collection used in this study. Four areas of HRM practice are examined good and safe working conditions, training and development, equal employment opportunities (EEO), and recruitment and selection. These areas of HRM have been selected because they have previously been identified as those likely to have the greatest impact on employee behaviour and attitudes (Guest, 2001). Three employee work-related attitudes are examined organisational commitment, job satisfaction and organisational fairness. These attitudes are generally considered to be desirable outcomes that result from the use of soft HRM (Meyer and Smith, 2000; Guest, 1997). Measurement Three approaches are used to measure HRM practice an additive measure completed by the employer, and two perceptual measures, one completed by employers and one completed by employees. All three measures relate to practices characterised in the literature as soft HRM or best practice HRM (Guest, 1999; Guest and Peccei, 1992; Johnson, 2000; Kane et al., 1999). They are employee-centred (i.e. they should produce benefits for employees when operationalised), and thus should impact on employee work-related attitudes. The additive measure, as stated, is the one most commonly used in research of this type. The additive measure used in this study asks employers to indicate, using a yes/no response format, which practices, from a comprehensive list of 80 practices (20 for each functional area covered), currently operate in their organisation (for example, Do you consult employees on their training needs?). A 20-item scale consisting of statements about HRM practice is used to assess the strength of HRM practices (five items for each of the four functional areas). Respondents are asked to indicate, using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree, the extent they consider each practice occurs in their organisation, for example, EEO is promoted within this organisation (see Appendix 1 for a full list of statements). The same scale is used for both the employer and the employee groups, with the wording amended to reflect their different perspectives. Employer and employee assessments of HRM using this measure are, therefore, concerned with the judgements these groups make about the extent a particular HRM practice has been operationalised in the workplace. The ÃŽÂ ± coefficients for the five item measures relating to each of the four areas of HRM practice examined ranged from 0.83 to 0.88, suggesting high internal consistency exists (Browne, 2000). T he statements about HRM practice on the perceptual measure closely reflect the ones used in the additive measure, but there is not a direct correspondence as that would have resulted in an excessively long measure. Three widely accepted measures of employee attitudes are used. Guest (1997) suggests organisational commitment should be measured using the standard measure developed by Mowday et al. (1979) the organisational commitment questionnaire (OCQ) because this scale captures the extent the employee identifies with the organisation, their desire to remain in the organisation and their willingness to exert effort on behalf of the organisation. An adapted and shortened version of the OCQ is used in this study to measure organisational commitment. Again, respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽÂ ±=0.8535). To measure job satisfaction, an adapted and shortened form of the Minnesota satisfaction questionnaire (Weiss et al., 1967) is used. The scale has six items and respondents are asked to indicate how satisfied they are with respect to each of the statements, using a five-point Likert scale ranging from 1=very dissatisfied to 5=very satisfied (ÃŽÂ ±=0.8664). While organisational fairness has two dimensions distributive and procedural this study is concerned only with procedural fairness and HRM policy and practice. The measure used is an adapted and shortened six-item version of the procedural justice scale used by Moorman (1991). This measures employees perceptions about the way formal procedures are carried out. Respondents are asked to indicate the extent to which they agree with each of the statements using a five-point Likert scale ranging from 1=strongly disagree to 5=strongly agree (ÃŽÂ ±=0.9160). Employer and employee respondents were also asked to provide a range of demographic information. Analysis Data are analysed using SPSS, Version 11, using matched employer and aggregated employee data from 37 organisations. Correlations, using Pearsons r, are completed to explore the relationships between HRM practice and employee attitudes. The multiple linear regression technique is used to explore the differential impacts of the three approaches being tested. The sample In total, 234 organisations were originally contacted to participate in this study. A total of 40 organisations agreed to participate. The person most responsible for operationalising HRM practice was requested to complete the employer survey. Employee participation was voluntary, and the company fully endorsed their participation. The employer participant was requested to distribute the surveys to a representative sample of their workforce, in terms of occupational classification, ethnicity and gender. The targeted population of employees consisted of a total of 1,075 full- and part-time employees from the 40 participating organisations. A total of 626 employees responded (a response rate of 58 per cent) by completing the survey and returning it in the reply-paid envelope provided. In total, 37 usable matched sets of data were obtained. These 37 matched data sets comprise one completed employer questionnaire (total usable employer responses=37) and on average 15 employee questionnai res for each organisation (total usable employee responses=572). The number of actual employee responses received for each organisation varied with workplace size, and ranged from eight to 31. The demographics for the employer and employee samples are reported in Table I. New Zealand is a relatively small country and organisations employing in excess of 100 employees are usually classified as large, with those having between 50 and 99 employees classified as medium and organisations with under 50 employees as small. Three-fifths of the organisations participating in this study can be classified as large; one-fifth are medium, and the remaining five small. Of the 37 participating organisations, 19 are located in the private sector, 18 in the public sector. Around 35 per cent of the participating organisations are located in the service industry, with this group being evenly represented across both sectors. All other organisations are classified in the manufacturing, transport, retail, sales, education and health industries. Both the employer and the employee samples are reasonably a representative of organisations and the composition of the workforce in New Zealand, with the only notable exception being the employee sample is skewed in terms of occupation towards professional and semi-professional groups. Results The first analysis examines the relationship between additive measures of HRM practice and attitudes. The number of practices for each functional area varied considerably between organisations. Generally it is found that there are relatively high levels of practice for the areas of good and safe working conditions (M=15.95, SD=3.22), training and development (M=16.77, SD=2.76), along with recruitment and selection (M=16.52, SD=2.50). EEO is the one area, on the other hand, where a considerably lower mean level of practice exists (M=12.17, SD=5.96). According to prior research, high numbers of HRM practice are associated with positive employee attitudes (Guest, 1999). The results of the analysis for this relationship are reported in Table II. These findings differ from those previously reported. Using aggregated employee means, when levels of organisational commitment (M=3.72, SD=0.78), job satisfaction (M=3.72, SD=0.79) and organisational fairness (M=3.70, SD=0.86) are correlated with the combined additive measure of HRM practice, the results show that higher index scores in the number of HRM practices are not related to higher levels of organisational commitment (r=0.155, df=35, p=0.05), job satisfaction (r=0.085, df=35, p=0.05) or organisational fairness (r=0.146, df=35, p=0.05). When this relationship is examined by functional area the correlations are also found not to be significant. Next the relationship between HRM practice and employee attitudes is examined using first employer self-reports, and second employee self-reports. These results are also reported in Table II. Statistically significant correlations are found to exist between the three attitudes measured and employee assessments of HRM practice for all the functional areas examined. However, no significant correlations are found between employer self-reports about the strength of HRM practice and employee attitudes. Data are then analysed using a regression technique, enabling the predictive qualities of each of the three approaches for assessing HRM practice to be explored. The model used for regressions is shown in Figure 1. All the measures of HRM practices were entered into a multiple regression[1] equation so that the character of the relationship between different measures of HRM practice and employee attitudes could be explored. It is found that nearly 51 per cent of the variance in organisational commitment (R 2=0.506, p;0.000), 58 per cent of the variance in job satisfaction (R 2=0.578, p0.000) and 61 per cent of the variance in organisational fairness (R 2=0.610, p0.000) can be explained by one or more of the measures of HRM practice. The results of the regressions for the three measures of HRM practice, along with the three measures of employee attitudes, are presented in Table III. When the results of the regression for the three different measures of HRM practice are analysed it becomes evident that employee assessments have the greatest level of predictive power for attitudes. The regression reveals that numbers of HRM practice and employer assessments about the strength of HRM practice account for very little of the variance in attitudes. On the other hand, employee assessments of HRM practice appear to be very influential. Around 47 per cent of the variance in organisational commitment is explained by employee assessments of practice across the four HRM areas examined, with even larger and equally significant levels of variance being explained by this for job satisfaction and organisational fairness. If we exclude employee assessments related to EEO from the analysis, as it uniformly records the lowest ÃŽÂ ² across all three attitudes, the ÃŽÂ ² statistic for the remaining three functional areas of HRM practice implies that for every increment in employee assessments, levels of attitudes increase by between 0.17 and 0.34. The most statistically significant and consistent increments are in relation to employee assessments of good and safe working conditions, along with training and development, and these are found to apply to all aspects of work-related attitudes measured. Also worth noting is that, not surprisingly, assessments of recruitment and selection practices accounted for the largest variance in levels of organisational fairness. Discussion and concluding remarks Consistent with the work of Appelbaum and Berg (2000), Cully et al. (2000) and Guest (1999), this study also finds that a significant relationship exists between HRM practice and employee work-related attitudes. There is a strong statistically significant relationship when HRM is researched from the employee perspective. However, there was no significant relationship when HRM practice was measured using the additive approach or employer self-reports. These results have implications for current approaches used to assess the HRM practice-employee work-related attitudes relationship. This study demonstrates that by far the greatest correlate of employee attitudes are employees own assessments of the strength of HRM practice. Interestingly, higher levels of HRM practice, using an additive measure, are not found to be significantly associated with attitudes across any of the four functional areas of HRM examined. In fact, it is revealed that higher levels of HRM practice are in some cases related to decreased levels of job satisfaction and organisational fairness. For example, looking at the data for each functional HRM area, it is possible that higher levels of EEO practice may actually have no, or even a negative, effect on employee attitudes, with a strong inverse relationship being found for job satisfaction. Similarly, weak relationships are found when the relationship between employer assessments about operationalised practice and attitudes are examined. So while Guest and Peccei (1994) suggest these areas are important aspects of best practice HRM, this study finds them to be unrelated to attitudes when data are collected from employers. Put together these results suggest that if managers want to maximise employee attitudes, then implementing lots of practices is not sufficient. Practitioners need to be aware that the way they implement their HRM practices may be a more important determinant of employee attitudes than the number of practices they put in place. This builds on the research findings of other recent studies (Armstrong, 2001) that suggest it is possible that it is the quality of the practice that counts and not the quantity. It may be that practitioners may need to undertake regular attitudinal surveys to assess employee reactions to current HRM practice and assess these on a longitudinal basis to identify what is working and what is not. It was beyond the parameters of this study to examine the complex relationship between HRM practice, employee attitudes and business performance; it has, however, explored the narrower relationship between HRM practice (for the areas of good and safe working conditions, training and development, EEO and recruitment and selection) and three employee attitudes (organisational commitment, job satisfaction and organisational fairness). While regressions tell us nothing about the cause-effect nature of relationships between assessments of HRM practice and employee attitudes, these findings strongly suggest that incorporating the employees experience of HRM into analyses exploring the HRM practice, employee attitudes relationship will contribute further to our understanding about what aspects of HRM have the potential to yield the greatest performance outcomes. Arguably, more so, it would appear, than exploring this particular relationship solely using additive measures or employer self-re ports. This study has some limitations. This study found the standard deviations for assessments of HRM practice and work-related attitudes amongst employee groups within each organisation to be reasonably low, showing close agreement. Nonetheless the aggregated data has been developed from a relatively small sample, thus it may not be representative of the bulk of employee views. The evaluative nature of the questions used introduces the possibility of common method variance (i.e. an artificial correlation across questions due to mood or other contaminants (Fiorito, 2002)). Also, the HRM practices used in this study are supposedly best practice; however, there is still insufficient evidence available to confirm that they are indeed best practice. Finally, Gibb (2001) suggests effective HRM is about implementing best practice. While this may very well be true, it is clear from this study that simply introducing best practice, or even assessing the effectiveness of practice from the employers viewpoint, is no guarantee that they have been successfully implemented. If the organisations objective is to improve employees workplace attitudes, then possibly a better way to confirm which HRM practices are having the greatest impact, and hence are effective, is to correlate employees assessment of them with employees attitudes. 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[Manual request] [Infotrieve] Delaney, J.T., Huselid, M.A. (1996), The impact of human resource management practices on perceptions of organizational performance, Academy of Management Journal, Vol. 39 No.4, pp.949-69. [Manual request] [Infotrieve] Ehrlich, C.J. (1994), Creating an employer-employee relationship for the future, Human Resource Management, Vol. 33 No.3, pp.491-501. [Manual request] [Infotrieve] Fiorito, J. (2002), Human resource management practices and worker desires for union representation, in Bennett, J., Kaufman, B. (Eds),The Future of Private Sector Unionism in the United States, M.E. Sharpe, Armonk, NY, . [Manual request] [Infotrieve] (1984), in Fombrun, C., Tichy, N., Devanna, M. (Eds),Strategic Human Resource Management, Wiley, New York, NY, . [Manual request] [Infotrieve] Gibb, S. (2001), The state of human resource management: evidence from employees view of HRM systems and staff, Employee Relations, Vol. 23 No.4, pp.318-36. 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A Dystopian Future in Brave New World Essay examples

Brave New World is a remarkable journey into the future wherein mankind is dehumanized by the progress and misuse of technology to the point where society is a laboratory produced race of beings who are clones devoid of identity only able to worship the three things they have been preconditioned to love: Henry Ford, their idol; Soma, a wonder drug; and sex (Dusterhoof, Guynn, Patterson, Shaw, Wroten and Yuhasz 1). The misuse of perfected technologies, especially those allowing the manipulation of the human brain and genes, have created a pleasure-seeking world where there is no such thing as spiritual experience, just pleasures of the flesh. In the face of a transcendent religion, the inhabitants (genetically engineered to exist in†¦show more content†¦Regardless of the progress of technology, the real issue is not the capabilities and potential uses of new sciences. 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However, there are those with a more cynical or more realistic view of society that comment on current and future trends. These individuals look

- the Origins of Fiction and American Identity a...

- The origins of fiction and American identity: a comparison of Irving and Cooper - In this assignment I am going to focus on the origin of American fiction and specifically, I am going to talk about two famous authors who are characteristic of this type of literature. The purpose of this essay is comparing these two writers through their works: Rip Van Winkle and The last of the Mohicans. These writers are Washington Irving and James Fenimore Cooper. Washington Irving was born on 1783 (Manhattan) and he is consider as â€Å"the father of American fiction† and the creator of the short story. Irving did multiple travels to the â€Å"Old Continent†, maybe because of that it is said that his literature is Europeanized. But his most famous and†¦show more content†¦One thing we know about Rip Van Winkle is that this story is inspirited in a story belonging to a Dutch story, taking from the Dutch settlers of American colonies. As we know Irving is a writer located between neoclassicism and romanticism, so in the development of this essay we can see different characteristics. For example, what I explained in the previous lines indicate characteristics of romanticism: Inspiration in other countries: the Dutch story; enthusiasm for exotic landscape: Catskill Mountains appear as something mystic; or a world of fantasy: the author changes the place telling unbelievable things about it. On the contrary, Cooper is more realistic when he wrote The last of the Mohicans, basically because there is composed with a historical basis, like Irving with Rip Van Winkle, but in Cooper’ story the way to tell the things is more realistic, there is not exaggerated fictional elements such as time travels, or strange atmospheres. His story is focus on telling a specific moment of the American history from the point of view of different characters that composed the story. This is maybe because Cooper led the literary movem ent that it was the fashion in this period: the Romanticism. One of the characteristics of this writer in the romanticism is the nationalism using the politics or the forest, savage and free, as a way to represent the character ofShow MoreRelatedLiterary Criticism : The Free Encyclopedia 7351 Words   |  30 Pagesthe protagonist from youth to adulthood (coming of age),[3] in which character change is extremely important.[4][5] Contents [hide] 1 Origin 2 Plot outline 3 Examples 3.1 Precursors 3.2 17th century 3.3 18th century 3.4 19th century 3.5 20th century 3.6 21st century 4 See also 5 Notes 6 References 7 Bibliography 8 Further reading 9 External links Origin[edit] The term was coined in 1819 by philologist Karl Morgenstern in his university lectures, and later famously reprised by Wilhelm DiltheyRead MoreWhat Is an American2973 Words   |  12 PagesAmerican writings have portrayed numerous ideologies of what it means to be an American and these ideals have transcended throughout time and can clearly be depicted by the major influential literary aspirants from each century. The one thing that remains the same is that it has always been a struggle to forge a truly American identity given the fact that our nation is one of immigrants. These early works reached the level of literature, as in the robust and perhaps truthful account of his adventuresRead MoreOrganisational Theory230255 Words   |  922 PagesThe origins of new-wave management Control in organizations Unpredictable behaviour Informal control: organizational misbehaviour? Complexity and the problem of implementation Three types of formal control Bureaucratic control Output control Cultural control The new wave in action: managing cultural change A theoretical explanation of a possible shift in control: A new historical configuration? An alternative theoretical explanation: movements in managerial discourse? The theoretical origins of new-waveRead MoreProject Mgmt296381 Words   |  1186 PagesMcGraw-Hill/Irwin Series Operations and Decision Sciences OPERATIONS MANAGEMENT Beckman and Rosenfield, Operations, Strategy: Competing in the 21st Century, First Edition Benton, Purchasing and Supply Chain Management, Second Edition Bowersox, Closs, and Cooper, Supply Chain Logistics Management, Third Edition Brown and Hyer, Managing Projects: A Team-Based Approach, First Edition Burt, Petcavage, and Pinkerton, Supply Management, Eighth Edition Cachon and Terwiesch, Matching Supply with Demand: An Introduction

The Marketing Strategy Of Zara - 1394 Words

Marketing has become an essential part of companies operating in today’s business environment. The success of companies largely depends on its marketing strategies. It has thus become necessary for businesses to invest heavily in marketing to have chances of succeeding in the market. Zara, just like any other big business organization employs unique marketing model to help it achieve its targets. This paper examines the fashion marketing strategy and brand development strategies of Zara. Company Background Zara is a Spanish chain store of Inditex Group, one of the world’s biggest retail store in the world. Founded by Amancio Ortega in 1975 in Spain, where its still home of Zara’s headquarters today. Its strategic marketing model has helped†¦show more content†¦Targeted customer for Zara in Australia is more for working people and more fashionable. They maximise return business by having new ranges every few weeks rather than the standard two-range winter and summer collections. The marketing strategies of Zara take into consideration the tastes and preferences of its audiences in all the markets it is operating in. It takes feedback from every market and develops fashion products for each of the markets after considering the trends in each particular market. This is one of the major strengths of the company that has helped it stay competitive in the global fashion industry. Zara Case Study Report | Khoi Nguyen 4 Brand Development Strategies The strategic development of Zara has seen the company maintain a strong position in the fashion industry. Its determination to respond to the needs of the customers has been a major contribution towards the development of its brand. The company strives to satisfy customers’ needs through maintaining close relationships with them. Its practice of delivering new fashions in its stores twice a week has made it popular among many customers across the word. Customers in the fashion industry always want something new and trendy. The company is able to deliver just that within the shortest time possible. To help it address the specific needs of the customer, the designers of the company’s products and the customers are interlinked.Show MoreRelatedMarketing Strategies Of Zara From 4 Parts1899 Words   |  8 Pagessustainable competitive edge is explained as Marketing strategy.† The effective operation of marketing strategies can help enterprises pinpoint the direction o f sale and make a sale planning revolving around market strategies which play an important role in any companies. Fashion enterprises are no exception. Zara is one of the biggest international fashion companies and Inditex is her parent firm which is largest clothing retailer in the world. Nowadays, Zara already has more than 2000 stores in 88Read MoreMarketing Strategies Of Zara And H M Stores1751 Words   |  8 Pages A comparison of the Marketing Strategies of Two â€Å"Fast Fashion† retailers, ZARA and HM 1.Introduction ZARA is a Spain’s famous clothing and accessories brand and it is subordinate to the Inditex, which is one of the largest apparel retailer in the world. Inditex has nearly 2000 stores in the world. ZARA is one of the most popular brands of Inditex and is thought to be one of the most valuable brands in Europe. ZARA has stores in 57 countries. Although the number of ZARA’s chain stores only accountedRead MoreMarketing Strategy Of Zara s Sector Of The Fast Fashion Industry1572 Words   |  7 Pages1. Introduction Zara, a Spanish owned clothing organisation, is one of the world’s most successful clothing brands. It has utilized a unique and targeted marketing strategy to ensure it has consistently met business growth targets, and has attracted a wide range of consumers across its numerous stores worldwide. Zara was started by Amancio Ortea Gaona in 1963 and has since expanded to over 2000 stores worldwide. 2. Price determinates and Pricing Strategies This section will explore the priceRead MoreZara Is A High End Street Store1453 Words   |  6 PagesZara is a high-end street store offering the latest tastes in fashion for women, men, and children alike. Amancio Ortego, Zara’s founder, has made the store grow with rapid success in both its home country, Spain, and internationally. One of the distinct reasons why Zara is such a unique company compared to its competitors is its foundation of the quick response system. Today, Zara’s cycle time is six weeks, in which it responds to its customers’ demand very quickly, unlike most stores that takeRead MoreFast Fashion Industry: Growth of Zara and Inditex Essay1532 Words   |  7 Pagesfast fashion approach is Zara (Hayes Jones, 2006). Zara is a child company of the parent company Inditex. Zara stores have established the stride for merchants around the globe in creating and shipping fashionable clothing (â€Å"Case 3-4. Continued Growth for Zara and Inditexâ⠂¬ , 2013). Their marketing approach has helped them become extremely successful in terms of providing the customer with. International marketing strategies and its efficiency assists in the expansion of Zara. Cultural understandingRead MoreZara - Marketing Research1034 Words   |  5 PagesTask 1 zara marketing research Zara is a spanish chain store in Inditex group, one of the worlds biggest retail store in the world who are also owners of zara home. Zara is a fast industry bt its unique business model is based on innovation and flexibilty. they design and distribute a garment to the market in just 15 days. they always have new products but in limited supply. the customer feels there is an exclusitivity , since only a few items are on display even though stores are plannedRead MoreZara Is A High Fashion Concept1396 Words   |  6 PagesZara is a high-fashion concept store offering apparel, footwear and accessories for women, men, and children, from newborns to adult age 45. Zara stores have two basic product lines: men’s clothing, women’s clothing and children’s clothing representing respectively 22%, 58% and 20% of sales. Each of these clothing lines consists 5- sub-categories which are lower garment, upper garment, shoes, cosmetics and complements ( Shankar, Verzosa and Mittias, 2009, para 10). It is possible see some examplesRead MoreZara E-Business672 Words   |  3 PagesBackground Zara, part of Spanish giant Inditex Group, provides clothing products to customers demanding fast fashion that looks like high fashion at lower prices. It has been considered as the most remarkable fast fashion company of the 21st century. In order to understand and analyze the dynamics of the sector and the current state of Zara, Porter’s Five Forces and SWOT analysis will be used. E-Marketing The key elements of Zara’s e-marketing strategy include social media, viral marketing, emailRead MoreZaras Case Study1373 Words   |  6 Pages1. What is Zara’s value Proposition? How does it differ from its Competitors? â€Å"Zara has pioneered leading-edge fashion clothes for budget minded young adults through a tightly integrated vertical structure that cuts delivery time between a garment’s design and retail delivery to under three weeks (against the industry norm of three to six months)† (Grant, 2010, p.212) According to Clayton Christensen in order to process you Value Proposition you must look at the following (Harvard BusinessRead MoreStrategy of Zara Burberry1298 Words   |  6 Pages| | | | [STRATEGY OF ZARA amp; BURBERRY] | | TABLE OF CONTENTS INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.1 STRATEGIES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..1 CONCLUSION: COMPARISON ZARA VS BURBERRY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 REFERENCES.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 Introduction ABOUT ZARA†¦ Zara started operations in Spain in 1975, and now operates in 74 countries worldwide. Zara is one of the largest international fashion companies and it is owned by INDITEX, one of the world’s largest distribution

Personal Development and Study Skills-Free-Samples for Students

Question: Discuss the Potential Benefits and Obstacles of Writing a Personal Development Plan. Answer: Introduction The purpose of this report is to reflect on the significance and purpose of the personal development plan. Personal development plan (PDP) refers to the process of developing an action plan that is based on values, goal-setting, awareness, reflection and scheduling for personal development within the perspective of education, career and self-improvement. It is also known as individual development plan (IDP) or Personal enterprise plan (PEP) that includes individual aspirations, strengths, education as well as training and the methods for indicating the realization of plan. This plan mainly includes portfolio that contains facts of skills collected over specific time frame. It also includes lifestyle priority of individuals, positioning of career, analyzing of opportunities as well as risk and other plans (Baker, Perkins and Comber 2014). An individual usually develops PDP for five year in order to sort out their personal goals and make them attainable within a specific time limit. Th e significance of PDP is to provide model that helps in making the individuals identify their weakness as well as strength and steer to capitalize present skills and abilities. The main purpose of PDP is to assist the workers in their career, achieve long-term goals and enhance their present performance of job. It encourages the growth of the individual throughout their lifetime (Beausaert et al. 2013). PDP has huge significance at work as it facilitates the individuals in achieving outstanding outcome of the project. It also helps the individuals in gaining competitive advantage against the rivalries. For the companies, PDP provides method for managing as well as developing individuals effectively, improving working life quality. This study also focuses on the significance of developing assertiveness skill that facilitate in achieving personal and professional goals. Potential benefits and the obstacles of using personal development plan It has been suggested by Cottrell (2013), each individual has an in-built requirement for personal development that occurs through the process known as self- actualization. The degree in which the people have the ability in developing mainly relies on specific requirements being met and hence these requirements form the hierarchy. As change usually occurs throughout the life of individuals, the level of requirements influencing their behavior at a particular time also changes. For this, personal development plan is necessary for meeting the needs. PDP is usually applied to huge range of context that involves individuals professional as well as personal spheres. From the perspective of the individuals, it aids in providing support to the companys goals and works within framework. The benefits that the individuals gains from PDP includes- Self-awareness- Self-awareness is the vital step in the PDP process. The PDP requires the individuals to be aware of their strengths, inspirations, qualities, interest, preferences and ambitions of their own weakness as well as shortcomings (McGrath 2014). Develops positive behavior in their work- If the job does not add to the individuals growth and also does not allow them in learning as well as developing themselves, then it eventually starts in depressing as well as destroying the individuals motivation. However, PDP facilitates the individuals in feeling more inspired as well as motivated, thereby developing their positive behavior in work. Setting goals - PDP allows the individuals in setting the goals correctly and achieve them in short period of time. Therefore, effective setting of goals requires proper focus as well as energy of the individuals, which they obtains from PDP. Higher resilience- Sometimes, the individuals faces tough times in their life. During these tough times, the individuals skills as well as attributes help them in dealing with it effectively. Although PDP cannot prevent occurrence of bad things, it will help in dealing with it in efficient way. Thus, they will have higher resilience, personal and interpersonal skills for coping with the eventuality. Increases self-confidence- PDP enhances self confidence that mainly relies on better knowledge of the individuals, opportunities and advanced planning. Boost motivation- Individuals becoming aware of their strengths, weaknesses and skills level helps in enhancing the level of motivation in the long run (Ross et al. 2014). If the workers are persistent in this training, then results will be shown in their personal growth. This in turn boosts their confidence as well as motivation for bigger achievements. Advancement of skills- PDP has been closely linked with development of skills of the individuals that are required in the present role. This helps the individuals in achieving long-term goals in their career. However, advancement of skills makes the individuals more dynamic as well as proactive to other employees and the companys management. PDP benefits the organization as well in various ways that includes- Improvisation of individuals skills benefits the companies as the total productivity of the staffs increases as well as their quality of work improves. This means that better job is acquired in less time. PDP also increases the staff turnover and thereby absenteeism drops considerably in each organizations. Well-trained employees provide the organization competitive advantage against their competitors. From the perspective of business owners, it is vital that they have strong as well as productive team. As PDP helps in developing productive team, it facilitates the business in attaining higher revenue. Proper implementation of PDP satisfies both the customer as well as employees. This in turn improves the performance of employees in business: There are various obstacles of utilizing PDP, which is illustrated below: The schemes of PDP present two obstacles in terms of support as well as implementation. Firstly, the PDP scheme that is usually intended in applying to all persons and also involves their managers that mainly requires huge effort of training as well as communication for reaching intended audience. Therefore, proper implementation of PDP is required in order to avoid such obstacles. Secondly, the other obstacle of using PDP is self-organized learning. The workers require aids in thinking with the help of their own development requirements (Erbay and Akay 2013). This is the reason why the people finds easier in completing PDP in the circumstances of development program. Therefore, both of these activities facilitates in offering considerable support. Additionally in order to support implementation, support is required in maintaining interest in scheme as well as encourages plans that are to be reviewed. In most of the organization, managers involves in action learning approach or PDP. But, using PDP often creates this obstacles in the organization. Significance of developing assertiveness skills that facilitate in achieving professional as well as personal goals Assertiveness skill refers to both the social as well as communication skills training. Being assertive signifies that the individuals are able to justify their own as well as other persons rights in positive manner. This means that individuals usually express their thoughts, beliefs and thoughts in appropriate way for standing up for their own personal rights. It also enables the individuals in acting at their own interest, express their honest feelings as well as personal rights and stand up for oneself without denying others right. It also refers to as effective communication tool. It also facilitates the individuals in achieving both the professional and private goals easily and faster. Presenting the self-image is useful as it attempts in achieving the highest position in the organization. If the individuals presents themselves with confidence might facilitate them in getting promotions and new position in the companies. It also helps the individuals in achieving the target of the organization (Borderscarerscentre.co.uk. 2017). These personal goals mainly includes establishment of new friendships with confident individuals and asserting dominance in the interactions of personal business. The individuals who are assertive thrive in the organization, especially if the circumstances in the organization are ambiguous. These individuals are actually transparent in their business dealings and clear in their communication. There are huge benefits of assertiveness skills in the workplace as it facilitates in achieving professional goals. This is because assertiveness mainly leads to Increased self-esteem as well as self confidence Enhanced performance of team as well as individuals Improved negotiation skills Improved interpersonal relations advanced stress management creates safe improvement improvement in culture of creativity change in constructiveness All these factors benefit the organization and motivate the individuals in achieving professional goals. Assertiveness skill is vital in the business, as it requires expression of individuals needs as well as wants and aware of their rights in articulating these requirements. Therefore, deficiency in assertiveness skill mainly leads to workers feeling disgruntled or being treated in unfair way. Another benefit of assertive skills of individuals is that it might help them in having more control over the difficult situations. This assertiveness skill has several other benefits. Assertiveness usually promote better relationships as it makes the individual more comfortable with other people. In addition, assertiveness highly declines fear as well as anxiety and also enables the individuals in releasing positive energy among themselves (Cottrell 2015). The biggest advantage of assertiveness skills facilitates the individuals in developing the power of making as well as having choice and l earn to respect other choice. Developing assertiveness skill helps in achieving personal goals as the individuals tries to meet their requirements without the expense of other individuals. It has been opined by McGrath (2014) that, when the individuals are assertive, they suffer huge difficulties that include losing their level of confidence. Indeed, having huge confidence at satisfactory level is significant in every aspects of individuals life for accomplishing the objectives that they require. It has been noted that, as the level of confidence decreases, it influences their self-esteem and generally leads to creation of several behavioral as well as emotional disorders. The individuals with passive style tend in keeping the requirements of others before others. The main reason behind this is that they might not believe the individual have right in asserting themselves. Alternatively, these individuals might feel that it might be difficult in being assertive. These individual also tends in believing that they are weak or incompetent and hence have huge difficulty in making their own decisions (Mindtools.com. 2017). On the other hand, the individuals who are assertive care about other individual feelings and also remembers that they have rights. Moreover, the assertive individuals assess each circumstance and strategize in planning their action in order to achieve their goals. Lack of assertiveness influences relationships both on personal and professional level. Developing assertiveness skill helps in improving the individuals communication and the relationship with others. This in turn leads to enhanced quality of individuals life. Although assertiv eness has been considered as vital skill that every individual should be developed. Taute (2014) reflects the fact that it requires balance between passive and aggressive behavior on the individuals part. Developing assertive skill helps the individual in managing stress. It has been stated by Tattum and Tattum (2017) that, there are certain disadvantages of developing assertiveness skill. These disadvantages includes- it night reflect over-confidence of the individual At times, it might emerge to be arrogant It might demonstrate to be counter productive In todays competitive world, the individual faces several challenges in their work arena. Moreover, it also helps the peoples in facing the challenges in their work arena. In addition, as the business requires dealing with the customers, the PDP helps the individuals in developing assertive skills. It has been highlighted by Lovell and Kosten, (2012) that, the dramatic reform that have occurred in the job world signifies that assertive skills of individuals have become more vital for the success in organization. There are few examples of these changes , which are illustrated below: The companies have become less hierarchical and flatter The individuals are likely to take more responsibility for their personal development The companies are shifting from the command as well ad control culture Individuals now act more entrepreneurially Recommendation As assertiveness skills has huge importance in both personal and professional life of the individual, there are certain recommendations that will help the individuals to become more assertive. These includes- Individuals must value themselves and their rights- In order to become more assertive or develop assertiveness skill, the individuals should gain proper understanding of themselves and must have strong belief in their inherent value. This self-belief is actually the root of self- confidence as well as assertive behavior. Individual should voice their requirements and wants confidently- if the individuals start taking this initiative, then it will help them in achieving both the personal and professional goals. Conclusion From the above assignment, it can be concluded that the PDP has been recognized as an important component of the successful business organization. However, framing the goals ad activities helps the workers enhance their performance. This in turn has direct or positive influence on the goals of the companies. In addition, PDP that provides information as well as results in real time has been significant for the success in business in highly competitive as well as economically challenging business environment. Furthermore, it provides a model that allows the people within the company to focus on their strengths as well as weaknesses and develop for optimizing on their present skills as well as capabilities. Adoption of an effectual PDP alleviates the requirement for the managers in spending lot of time observing the employees deployment. Meanwhile, the PAP(performance appraisal process) ensures that there has been standardization across the companies as it provides visibility in accoun t of companys goals. If PDP is aligned with SMART objectives, the organizations objectives become clearly visible and hence the individuals can observe what influence they are receiving within the company. But it creates some obstacles in using PDP that occurs in terms of support and implementation. Moreover, assertiveness skill has huge significance as it facilitates in achieving personal and professional goals References Baker, K.L., Perkins, J. and Comber, D.P., 2014. International students and their experiences of Personal Development Planning.Active Learning in Higher Education,15(2), pp.129-143. Beausaert, S., Segers, M., Fouarge, D. and Gijselaers, W., 2013. Effect of using a personal development plan on learning and development.Journal of Workplace Learning,25(3), pp.145-158. Borderscarerscentre.co.uk. (2017). Cite a Website - Cite This For Me. [online] Available at: https://www.borderscarerscentre.co.uk/uploads/2/2/1/7/22179694/helpguideassertiveness_lflt.pdf [Accessed 19 Nov. 2017]. Cottrell, S., 2013.The study skills handbook. Palgrave Macmillan. Cottrell, S., 2015.Skills for success: Personal development and employability. Palgrave Macmillan. Eisele, L., Grohnert, T., Beausaert, S. and Segers, M., 2013. Employee motivation for personal development plan effectiveness.European Journal of Training and Development,37(6), pp.527-543. Erbay, E. and Akay, S., 2013. Assertiveness skill of social work students: A case of Turkey.Academic Research International,4(2), p.316. Gaitn, A., 2012. Understanding Students' Experiences of e-PDP and the Factors That Shape Their Attitudes.International Journal of ePortfolio,2(1), pp.29-38. Gough, D., Kiwan, D., Suttcliffe, K., Simpson, D. and Houghton, N., 2011. A systematic map and synthesis review of the effectiveness of personal development planning for improving student learning. Lovell, C.D. and Kosten, L.A., 2012. Skills, knowledge, and personal traits necessary for success as a student affairs administrator: A meta-analysis of thirty years of research.NASPA journal,37(4), pp.535-572. McGrath, M., 2014. Personal development plan.Leading the Way,11(1), p.21. Mindtools.com. (2017).How to Be Assertive: Asking for What You Want Firmly and Fairly. [online] Available at: https://www.mindtools.com/pages/article/Assertiveness.htm [Accessed 19 Nov. 2017]. Ross, J., Head, K., King, L., Perry, P.M. and Smith, S., 2014. The personal development tutor role: An exploration of student and lecturer experiences and perceptions of that relationship.Nurse education today,34(9), pp.1207-1213. Tattum, D. and Tattum, E., 2017.Social education and personal development. Routledge. Taute, F., 2014. An evaluation of the impact of a life skills programme in the workplace.Social Work/Maatskaplike Werk,43(3).