Chem 30 Lab

Hess Law Lab DESIGN Aspect 1:Problem: What is the molar enthalpy of formation of magnesium oxide? Variables: Manipulated: None Responding: None Controlled: Isolation of calorimeter, concentrations of substances involved. Aspect 2:Background Information: Assumptions: Specific heat capacity of water, we assume that the acid has the same qualities as water including heat capacity, and we assume the enthalpy of formation for magnesium oxide from the data booklet for theoretical value. Hess’s Law: Hess' law states that the energy change for any chemical or physical process is independent of the pathway or number of steps required to complete the process provided that the final and initial reaction conditions are the same. In other words, an energy change is path independent, only the initial and final states being of importance. Waste disposal and safety: Corrosive substance which causes severe but delayed burns. DO NOT INGEST. Avoid Inhalation. Dispose as instructed by the lab technician or the teacher. Aspect 3:Apparatus Diagram: Figure from Inquiry into chemistry textbook pg 352 Materials: †¢1. 00 mol/L HCl(aq) †¢MgO(s) powder †¢Magnesium ribbon †¢Simple calorimeter †¢100 mL graduated cylinder †¢Scoopula †¢Electric balance †¢Thermometer †¢Sand paper Procedure: 1. Mg(s)+ O2(g) MgO(s) 2. MgO(s)+2HCl(aq) MgCl2(aq)+H2O(l) 3. Mg(s)+2HCl(aq) MgCl2(aq)+H2(g) 4. H2(g)+ O2(g) H2O(l) + 285. 8kJ Part 1: Determining ? H of Reaction (2) 1. Set up the simple calorimeter refer to figure 9. 16 above. Using a graduated cylinder, add 100 mL of 1. 00mol/L HCl(aq) to the calorimeter. 2. Record the initial temperature of the HCl(aq) to the nearest tenth of a degree. 3. Find the mass of no more than 0. 80 grams of MgO(s) powder. Record exact mass. 4. Add the MgO(s) powder to the calorimeter containing the HCl(aq) swirl the solution gently, recording the highest temperature reached. 5. Dispose as directed by teacher. Part 2: Determining ? H of reaction (3) 1. Using a graduated cylinder, add 100mL of 1. 00mol/L HCl to the calorimeter. 2. Record initial temp. of hydrochloric acid to the nearest tenth of a degree. 3. If you are using magnesium ribbon, sand ribbon to desired mass. Determine mass no more than 0. 50 grams of magnesium. Record the exact mass. 4. Add the Mg(s) to the calorimeter containing the HCl(aq). Swirl the solution gently, recording the highest temperature, tf , reached. 5. Dispose as directed. DATA COLLECTION & PROCESSING (DCP) Aspect 1:Recording Raw Data: Temperature of hydrochloric acid and mass of Magnesium oxide Mass of Magnesium oxide (g)Initial Temperature ( °C)Final Temperature ( °C) 0. 7523. 5029. 50 Temperature of hydrochloric acid and mass of magnesium Mass of magnesium (g)Initial Temperature ( °C)Final Temperature ( °C) 0. 4824. 0045. 00 Aspect 2:Processing Raw Data: Enthalpy change of Magnesium oxide MgO(s)+2HCl(aq) MgCl2(aq)+H2O(l) Q=mc? t ? t= 29. 50 °C-23. 50 °C? t = 6  °C Q= (0. 00075kg) x x 6 °C Q= 0. 018855kJ/mol MgO Enthalpy change of magnesium reaction Mg(s) +2HCl(aq) MgCl2(aq)+H2(g) Q=mc? t ? t=45. 00 °C-24. 00 °C? t= 21 °C Q= (0. 00048kg) x x 21 °C Q= 0. 0422352kJ/mol Mg ?HH2O = -285. 8 kJ/mol (given in data booklet) ?Hrxn = 0. 018855kJ/mol MgO + 0. 0422352kJ/mol Mg + 285. 8kJ/mol H2O ?Hrxn = – [285. 86109] kJ/mol MgO ? H system = -? H surroundings %error= x 100% %error= %error= -52. 48%

Managing Diversity at Spencer Owens Essay

The definition of diversity: The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.1 Two corporations who have implemented diversity efforts and have dealt with the benefits and challenges of these efforts are Spencer Owens & Co. and Cityside Financial Services. When examining both diversity efforts, it is important to understand how well each company has done with previous and present efforts, the problems the companies are facing now and the root causes of these problems. While these companies have implemented their own efforts to diversify their staff, it is important to examine the similarities and differences in managing diversity. Spencer Owens & Co. How well has Spencer Owens done in its diversity efforts? Spencer Owens’ recent past shows a great deal of effort put into diversifying their workforce. In the mid-1980’s, Spencer Owens & Co. initiated a strategy to diversify the company’s employees from entry-level to executive ranks. Prior to this start date, the company had an all-white executive male team. From the start of this initiative, Spencer Owens did very well on its diversity efforts to hire people â€Å"on their merits and for their capacities to do what is expected or required of them. To implement  the plan, the company set hiring goals, communicating them to all employees and creating accountability.† Over the next ten years, this in turn created opportunities for women and people of color to become part of the team and establish career paths for them to be future leaders in various departments of the company. Following the start of this program (1985-1995), Spencer Owens was considered the most diverse staff in its industry accounting for 50% of the firm’s 150 managers and professionals were women, and 30% were people of color. Additionally, during this period, people of color that were hired into entry-level positions had been promoted and moved up into managerial positions. Four out of the12 member executive team were women and three were people of color. Extensive involvement in the efforts to attract, recruit and retain minorities and women in becoming managers, professional staff and directors were a key priority to the firm. Spencer Owens also knew that a key to internal diversity was to ensure the company’s policies and overall commitment to an equitable workplace by instituting affirmative action goals, along with, aggressive hiring and advancement practices that set high qualification and performance hurdles. 2  The team at Spencer Owens was proud of their company’s commitment to fairness and equality and to encourage the employees to be â€Å"colorblind† to gender and ethnic differences. Along with this strategy, the firm also initiated sensitivity training and held follow-up discussions. Multiple employees commented, â€Å"Everyone is the same and treated the same.† With feedback from these trainings and discussions, the firm went a step further to create networking groups for women and people of color. How well are they doing now? Why is the firm now having trouble? Recently, Spencer Owens diversity efforts have witnessed great changes while also encountering many issues and problems. In 2000, the firm hired Agnes Richards, their first woman executive in 45 years. Over the course of the next three years, Richards noticed that the diversity efforts were slowly unraveling and affecting the productivity of the company. For  example, Richards noticed friction among race relations, people of color were bringing charges of racism against the white workers, and there were new complaints made by the two networking groups. One of the first steps that Richards and her leadership team took was to reinstate the sensitivity trainings. However, it was noticed that there was poor attendance among the racial and ethnic minorities. In addition to these issues, Richards fired an African-American female manager due to tardiness issues and for portraying a bad attitude. At that point, employees became angry and frustrated. Due to the firm’s problems, Richards hired consultants to study the firm’s race and gender relations. The interviews revealed the following: †¢ Employees have concerns about the affirmative action initiative. †¢ White employees feel that the diversity program is adversely affecting the quality of the firm’s work. †¢ It is perceived that white male managers are opposed to new methods brought forth by newer employees. †¢ People of color are critical of affirmative action program, including superficial results and feel that they are tolerated and not accepted. †¢ People of color feel their ideas are easily dismissed. †¢ Perception that the network groups defend the minorities of the company. †¢ Overall feeling of retaliation and fear of being called a racist. What is the root cause (or causes)? Spencer Owens’s discrimination-and-fairness paradigm, which measures progress in diversity â€Å"by how well the company achieves its recruitment and retention goals rather than by the degree to which conditions in the company allow employees to draw on their personal assets and perspectives to do their work more effectively, had created a cognitive blind spot. As a result, the company’s leadership could not frame the problem accurately or solve it effectively.10 Instead, the company needed a cultural shift – it needed to grasp what to do with its diversity once it had achieved the numbers. Because of senior managers’ resistance to a cultural transformation, Spencer Owens continues to struggle with the tensions rising from the diversity of its workforce.10 The root causes of these problems is that the employees need to feel that the ways they may be different are understood and accepted.3 With the de-emphasis of sensitivity trainings and follow-up discussions, the team became isolated in their views on diversity versus affirmative action goals. The misunderstandings became apparent with the original mission â€Å"to consider people on their merits and for their capacities to do what is expected or required of them.† Many minority employees say they gain a sense of belonging in the workplace when their employers create opportunities for workers with diverse backgrounds to interact with others and to become involved as apart of a group. 3 The networks were a great idea for employees to feel connected to the company; however, the execution was not done properly. These diversity programs could have helped employees of different backgrounds by communicating feelings and experiences about climbing the corporate ladder or breaking through the glass celiling.3 However, these network groups became defenders for women and the other minorities due to the perception of treatment, opportunities, miscommunication between the minorities and the white employees. Additional root causes for the present problems include employees wanting fair treatment, a sense of belonging, understanding and acceptance, and a feeling that they are contributing. Cityside Financial Services How well has Cityside Financial Services done in its diversity efforts? Cityside Financial Services has done well in diversity efforts. In 1999, after 69 years of being in business, the company had become very much diversified with half of the employees in the company being females and 90% of the support staff was African American. In addition, 53% of middle managers, 42% of senior managers, and 25% executives were African American. Cityside operated as two units in their Sales Division: Retail Operations  and External Deposits. The retail operations unit was filled with mostly African American employees. The external deposits unit was made up of mostly white college graduates. Nearly equal numbers of managerial positions existed in each unit, giving whites and blacks similar advancement opportunities. Bank employees agreed that, â€Å"If you did your job well, you’ll be recognized and promoted for it.† 4 As stated in the article, â€Å"Over the years, Cityside Bank developed a reputation for being a high-functioning, multicultural organ ization.† While the bank itself was deemed to be a multicultural organization, the two sales units were founded on two separate and distinct models that it was described by one executive as â€Å"two different banks†. While the bank was diversified as a whole, these two units were very much specialized to their distinct client base. This separation of duties and ethnicities has led to some of the problems that the company presently is facing. While the External Deposit team was described as â€Å"white, smart, dedicated and loyal workaholics, it was also said that it’s not the perfect job for black staff that need a salary, may be hard-working, but not at that level.† In addition, some of the other red flags to the present problems included wealthy individuals complaining about the limited services being offered to them, other clients in Retail Operations feeling overshadowed by wealthier clients in External Deposits (and were leaving the bank), and the lack of understanding (no clear guidelines) by Retail and External as the best way to handle the new market segment. This lack of coordination compromised the bank’s efficiency and created trust issues between these two departments as to the best way to help clients. How well are they doing now? Why is the firm now having trouble? While the company continues to maintain an overall diversified work staff, they are now encountering significant issues in their diversity efforts. One of the main causes of the problems that Cityside is now facing is that they have sectionalized the company with African American employees  working in the Retail Operations department and the white employees working in the External Deposits department. Per the head of External Deposits, she commented that â€Å"the problem is what is expected of senior management here has a cultural bias towards whites. It’s not to say that African Americans aren’t also able to do all that. But because of historical racial issues, they have been limited.† According to one black officer in Retail, he commented that â€Å"white workers would not be able to handle the demands of the Retail unit.† He continued to say that â€Å"(whites) wouldn’t know what to do with people in this neighborhood.† This bias ties into ethnocentrism, which represents the feelings that one’s cultural rules and norms are superior or more appropriate than the rules and norms of another culture.5 In addition, poor career planning shows another problem that African American’s have faced as potential candidates in the External Deposit unit. When Ron Wilkens, one of the investors of the bank, wanted to learn more about how the black workforce viewed its career prospects, it was noted that the root problem was how they (African Americans) were perceived by the whites. Was he deemed as a decision maker and someone that understands the customer where his thoughts are taken seriously or is he someone that is viewed as good at operationally making things work? His black officer commented that he is respected by white colleagues, but questioned the value of his contribution to the firm seen by his white colleagues. While there is diversity in the company as a whole, there needs to be more diversity in each division to ensure that each employee is given an equal chance to grow and that customers are offered the best goods and services as possible. What do these cases have in common? There are some significant similarities between the two cases. First, both companies originally had an all-white staff. Both companies instituted programs to diversify their teams. For example, Spencer Owens adopted an  affirmative action plan while Cityside initiated an aggressive minority program. After these programs were implemented, both companies had double-digit percentages of their workforce made up of women and African Americans. It was noted in both cases that these companies were recognized in their industries as greatly achieving a multicultural organization. With that, both firms committed to a fair approach for advancing all employees. It was also noted that as the diverse programs were in action, both companies began to experience compromised efficiency as the staff began to have problems working together. At Spencer Owens, the affirmative action movement left some employees feeling alienated and unappreciated. The article states, â€Å"Many non-white professionals reported having their ideas routinely disregarded.† Furthermore, a Latino programmer staffer explained, â€Å"Until white people discover an idea, until they express it with their own words in their style, it’s as if it doesn’t exist.† This comment is similar to the quote made by one employee at Cityside who stated, â€Å"When a white man disagrees, he’s being strong. He’s taken with respect. When a black man disagrees, he’s being negative and whiny, militant and kind of like Malcolm X.† Both quotes show that while the companies made strides as far as diversifying their employee base, there is still a great difference in the way the ideas and contributions of white and minority employees are perceived. With this comparison summary, in both cases, the working environment involves how employees perceive one another. This is labeled as social cognition and social information processing. Social cognition is the study of how people make sense of other people and themselves. The perception process influences a host of managerial activities, organizational processes, and quality of life issues. 5 Additionally, stereotyping employees is also seen in both these case studies. At Cityside, African-American employees in the Retail Operations unit are deemed to be able to better relate to the â€Å"local community†, which is predominately African American. At Spencer Owens, there is a stereotype threat in which white managers are in fear of supervising people of color in  that â€Å"any constructive feedback could be perceived as being criticized and subsequently being called a racist.† Lastly, both companies conducted interviews and developed surveys to better understand the opinions of the staff in order to get to the root cause(s) of why tensions were on the rise. What differences do these two cases have? The main difference in the two cases is the approach the companies took to diversity. As previously stated, Spencer Owens used the discrimination and fairness paradigm, which has a â€Å"focus on equal opportunity, fair treatment, recruitment, and compliance with federal Equal Employment Opportunity requirements.† 10 This approach can make employees feel equal, but it can also lead to feelings of alienation and a loss of identity to the employees. This may be what led to the elimination of sensitivity training. In a sense, if we are all equal and are basically the same type of person, then there is no need to be sensitive to our differences, since this approach aims to eliminate the differences entirely. This approach is what led to the problems now being seen in Spencer Owens. Cityside used an approach called the Access and Legitimacy Paradigm. Supporters of this approach believed that you need â€Å"access to – and legitimacy with-a more diverse clientele by matching the demographics of the organization to those of critical consumer or constituent groups.† 10 Cityside put African-American employees in retail because they would be dealing with mostly clients of the same race and culture and this would give the company legitimacy in the community and increase sales. Where this approach went wrong is that it alienated African-American employees and clients. While the discrimination-and-fairness paradigm used by Spencer Owens aims to make all employees equal and the same, access-and-legitimacy, takes the opposite approach and separates employees by race, not allowing the two to work together or grow in their roles in the company. What approach to diversity might have been more effective in each of these cases? Diversity and Affirmative Action: Difference Affirmative action is selective in mandating changes that benefit previously disadvantaged groups. It is an outgrowth of Equal Employment Opportunity legislation.5 Diversity is inclusive, encompassing everyone in the workplace. It seeks to create a working environment in which everyone and every group fits, feels accepted, has value, and contributes.6 Managing diversity, while based on cultural change, is a pragmatic business strategy that focuses on maximizing the productivity, creativity and commitment of the workforce while meeting the needs of diverse groups. 7 Approaches to diversity that might have been more effective in these cases: Managing diversity entails recognition of the unique contribution every employee can make.5 Managing diversity also moves beyond valuing diversity in that it is a way in which to do business and should be aligned with other organizational strategic plans.6 Diverse employees offer an extraordinarily wide range of proficiencies for doing business in any marketplace. The following are different approaches that Wilkens and Richards could have taken to be more effective in their efforts (see footnote 8): 1. To attract young, new hires, college career fairs allow an employer to target people of color and women who may be good potential employees. 2. Employee referral programs: good employees typically associate with other good potential friends and associates. By implementing a program where employees refer other good candidates, employers can identify and reach out to others of the same race or background. 3. Recruitment: enlightened employers know that they need to take a hard look at their own tactics for generating diverse job candidates. These organizations take a serious look at their internal assessment around recruiting. With this, employers target key groups of employees and then mentor them so that they are able to navigate the system successfully. 4. Education/trainings: a successful diversity program will also educate all of a company’s employees to understand the business rationale behind their efforts. That way, the employees who don’t directly benefit from a company’s diversity efforts  understand that they still have a stake in the program’s success. In addition, encouraging employees to participate in skills-based volunteer projects can help unleash targeted skills.5 5. Mentoring programs: It is important to understand that a company cannot expect to change in corporate culture unless you get your full employee base involved. Partnering lower level employees with senior level employees, including diverse and promising professionals of color mentor-mentee sponsorships, may help facilitate the understanding of working together. 6. Merit systems: performance standards should be based on a thorough job analysis. Standards should be periodically updated. It is also suggested that the standards not be based on traits and personality factors; focus should be on behavior or performance – what the employee does.9 7. Company philosophy: seeking out practices that emphasize equality and teamwork in compensation and decision-making. What should Wilkens/Richards do to turn things around? In addition to considering the above seven items, Wilkens and Richards should contemplate the following actions: 1. Reinstate sensitivity trainings: this needs to be mandatory for all employees to improve the negative relationships between the team’s diversity as a workgroup, to help with conflict management and interpersonal dynamics.5 This training will help to encourage collaborative behavior and improve communication efforts amongst the groups. a. Diversity should be understood as the varied perspectives and approaches to work that members of different identity groups bring.10 2. Take steps to reduce negative effects of unconscious stereotyping and increase the use of group goals in heterogeneous groups. Rewarding groups to accomplish group goals might encourage group members to focus on their common objectives rather than on demographic faultiness that are unrelated to performance. a. The leadership team must understand that a diverse workforce will embody different perspectives and approaches to work, and must truly value variety of opinion and insight. 3. The leadership team must recognize both the learning opportunities and the challenges that the expression of different  perspectives presents for an organization.10 4. The organizational culture must create an expectation of high standards from everyone.10 5. The organizational culture must stimulate personal development.10 6. The organizational culture must encourage openness and make workers feel valued.10 7. The organization must have a well-articulated and widely understood mission.10 Conclusion: Wilkens and Richards must realize that increasing demographic variation does not in itself increase organizational effectiveness. They need to realize that it is how a company defines diversity –and what it does with the experiences of being a diverse organization – that delivers on the promise.10 These companies should develop an outlook on diversity that enables them to incorporate employees’ perspectives into the main work of the organization and to enhance work by rethinking primary tasks and redefining markets, products, strategies, missions, business practices, and even cultures. By instituting this learning-and-effectiveness paradigm for managing diversity, Wilkens and Richards will tap into true diversity benefits.10 References: 1. http://gladstone.uoregon.edu/~asuomca/diversityinit/definition.html 2. Ely, Robin. (April 17, 2006). â€Å"Managing Diversity at Spencer Owens & Co.† 3. Grensing-Pophal, Lin, (May 2002). â€Å"Reaching for Diversity Efforts in the Workplace.† 4. Ely, Robin. (April 17, 2006). â€Å"Managing Diversity at Cityside Financial Services† 5. Kreitner, Robert & Knicki, Angelo. (9th Edition/2010). â€Å"Organizational Behavior† 6. Stonybrook University. â€Å"Diversity and Affirmative Action: Difference† 7. www.business-marketing.com/store/affirmvsdiv.html 8. www.boston.com/jobs/diversity. (May 9, 2004). â€Å"DiversityWorks: How all Employees Benefit.† 9. Hodge, John. (June 1, 1993). â€Å"Relationship between managing diversity and merit-based systems.† 10. Thomas, David A. and Ely, Robin A. (September/October 1996). â€Å"Making Differences Matter: A New Paradigm for Managing Diversity.†

Baseball Bats Essay Research Paper In any

Baseball Bats Essay, Research Paper In any game, the equipment participants use determines the manner the game unfolds. Try to conceive of a association football game played with an American football! Or seek playing tennis with the wooden rackets of 30 old ages ago. Change the equipment, and you discover a really different game. As portion of my expression at baseball, I decided to analyze the tool of the baseball trade: Bats. Possibly the most important and seeable tool in baseball is the chiropteran. A chiropteran is the violative arm, the tool with which tallies are scored. To understand the history and scientific discipline of chiropterans, I read a magazine published by Louisville Slugger, in Louisville, Kentucky place of the Hillerich A ; Bradsby Company, Inc. ( besides known as H A ; B ) , the makers of possibly America # 8217 ; s most celebrated chiropteran, the Louisville Slugger. Through the reading I learned how the modern chiropteran came to be, and what it might become. In 1884, John Andrew Bud Hillerich played truancy from his male parent # 8217 ; s woodworking store and went to a baseball game. There he watched a star participant, Pete The Old Gladiator Browning, fighting in a batting slack. After the game, Hillerich invited Browning back to the store, where they picked out a piece of white ash, and Hillerich began doing a chiropteran. They worked tardily into the dark, with Browning giving advice and taking pattern swings from clip to clip. What happened following is legend. The following twenty-four hours, Browning went three-for-three, and shortly the new chiropteran was in demand across the conference. H A ; B flourished from at that place. First called the Falls City Slugger, the new chiropteran was called the Louisville Slugger by 1894. Though Hillerich # 8217 ; s father thought chiropterans were an undistinguished point, and preferred to go on doing more reliable points like bedposts and bowling pins, chiropterans became a quickly turning portion of the household concern. Merely as it was back so, the authoritative Louisville Slugger chiropteran used by today # 8217 ; s professional participants is made from white ash. The wood is specially selected from woods in Pennsylvania and New York. The trees they use must be at least 50 old ages old before they are harvested. After crop, the wood is dried for six to eight months to a precise wet degree. The best quality wood is selected for pro chiropterans ; the other 90 per centum is used for consumer market chiropterans. White ash is used for its combination of hardness, strength, weight, feel, and lastingness. In past old ages, H A ; B have made some chiropterans out of hickory. But hickory lumber is much heavier than ash, and participants today want visible radiation chiropterans because they # 8217 ; ve discovered that they can hit the ball further by singing the chiropteran fast. So they can # 8217 ; t do the chiropterans out of hickory. Though Babe Ruth, one of the all-time great home-run batters, used a 42 or a 44 ounce chiropteran, participants today use chiropterans that weigh around 32 ounces. Even batters like Mark McGwire and Ken Griffey, Jr. merely use 33 ounce chiropterans because they want to bring forth great chiropteran velocity. How do you do a wooden chiropteran you ask. Here? s how. The wood is milled into unit of ammunition, 37 inch spaces, or notes, which are shipped to the H A ; B mill in Louisville. There they are turned on a tracer lathe, utilizing a metal templet that guides the lathe # 8217 ; s blades. These templets are set up to the specifications of each pro participant. Then the chiropterans are fire-branded with the Louisville Slugger grade. This grade is put on the flat of the wood # 8217 ; s grain, where the chiropteran is weakest. Players learn to swing with the label facing either up or down, so that they can strike the ball with the border grain, where the chiropteran is strongest. Hiting on the level grain will more frequently than non ensue in a broken chiropteran. Finally, the chiropterans are dipped into one of several possible water-basedcoatings or varnishes, which gives chiropterans their concluding colour and protective coat. Each participant selects the coating they desire, while a few participants, such as former Kansas City Royals star George Brett, chose to go forth their chiropterans unfinished. Players today may travel through every bit many as six or seven twelve chiropterans in a season. ( In early old ages, participants used merely use 10s or twelve chiropterans. ) In fact, one participant, Joe Sewell, used the same chiropteran for 14 old ages. Joe attributes the increased breakage of chiropterans to the thin-handled, large-barreled design of modern chiropterans, and to the usage of ash alternatively of hickory. A pitch that jams you inside will about ever saw off a modern chiropteran, while an aluminium or antique hickory chiropteran might bring forth a base hit. Though the fabrication procedure for chiropteran has stayed mostly the same, the design of the pro wood chiropteran has changed a great trade since 1884. The early chiropterans had really small taper, ensuing in a chiropteran with a really thick grip and a comparatively little barrel. The early chiropterans about look like person merely took an ax grip and used it for a chiropteran. Modern participants want a thin grip and a big barrel, to concentrate the weight of the chiropteran in the hitting country. By major conference ordinances, chiropterans must be round with a barrel of no more than 2 3/4 inches. They can be up to 42 inches in length ; there is no ordinance about the chiropteran # 8217 ; s weight. One of the few inventions to the design of the wooden chiropteran is cutting acup out of the terminal of a chiropteran. Developed by a pro participant named Jose Cardinal in 1972, this cup can # 8217 ; t be more than 2 inches in breadth, and 1 inch deep. The cupped chiropteran allows the chiropteran shaper to utilize a heavier, denser, stronger lumber, while still keeping the desirable chiropteran weight. Recently, Ted Williams visited the Louisville Slugger Company and he said that if he was playing today, all of his chiropterans would be cupped. About half the pro chiropterans made by H A ; B today are cupped chiropterans. Throughout the history of baseball, participants in hunt of an border have doctored, or altered, chiropterans in many unusual ways. The chief scheme has been corking the chiropteran. Players cut the terminal of the chiropteran away, bore a hole down into the barrel of the chiropteran, and make full the hole with cork, so glue the terminal back on. This is an effort to buoy up the chiropteran, and give it more spring or bounciness. But truly this does nil advantageous to the chiropteran. In fact, the chiropteran gets weaker, because they? ve drilled out the bosom of it. You may retrieve the clip when [ pro participant ] Graig Nettles put a clump of gum elasticsuperballs inside his chiropteran, and the chiropteran broke, and all the balls spilled out. Nettles attributes the continuity of corking more to head games between the participants than to any advantage a corky chiropteran might hold. Players have besides been known to rub their chiropterans with ham castanetss or glass bottles, a procedure called boning, in an effort to indurate the chiropteran. However, this pattern doesn # 8217 ; t seem to bring forth any benefit beyond the psychological either. In early yearss, some batters would illicitly hammer nails into their chiropterans so that the ball would strike Fe. Even if the chiropteran could be made harder, it would merely decrease striking. Solid wood chiropterans give really small in the impact country, and therefore they store really small energy. What small they do store, they give back [ to the ball ] really expeditiously. On the other manus, the ball distorts a batch under impact, and is comparatively inefficient in giving the energy back. So a harder chiropteran merely consequences in more distortion of the ball, and a lesser hit. The inquiry that come to us following was, but what about a metal chiropteran? The most stupefying alteration in baseball chiropterans in the past 30 old ages started in the 1970s, when chiropterans made from tubings of aluminium began to look. These tubings are machined to change the wall thickness and the diameter, and bring forth chiropterans that are light, strong, and hollow, as opposed to the solid wood. At first, the aluminium chiropteran was merely a metal transcript of a wooden chiropteran. They were merely more lasting, so they were cheaper to utilize. But makers and participants shortly discovered that there were other differences every bit good. Aluminum chiropterans are rather different than wooden 1s. They # 8217 ; re much lighter, more than five ounces. The barrels are bigger, and because they are lighter they can be swung faster than a wooden chiropteran. In add-on, the hardness and resiliency of aluminium can ensue in much greater velocities when the ball comes off the chiropteran. Major League Baseball has required that its participants use wooden chiropterans, but the aluminium chiropteran has come to rule the lower degrees of baseball, from Little League to American Legion to the college game. The most important difference between wooden and aluminium chiropterans is that with an aluminium chiropteran, a phenomenon occurs called the # 8216 ; trampoline effect. # 8217 ; The walls of the chiropteran are thin plenty that they deform, or flex when the ball hits the chiropteran. Some of the energy ( of the hit ) is transferred into the chiropteran alternatively of the ball. That energy is about wholly elastic ; it is given back, or bouncinesss back, about 100 per centum. The energy absorbed when the ball is deformed is about 75 per centum lost to heat, and therefore wasted every bit far as impeling the ball. Because of this trampoline consequence, you can hit the ball slightly faster, and slightly farther. In fact, when the NCAA approved the usage of aluminium chiropterans in 1974, H A ; B started comparing statistics and found that the squad batting norms went up about 20 points, and the home-run production about doubled. The primary ground that wooden chiropterans are required in the pros is due to this public presentation difference. The pro conferences want to protect their historical records, and they desire the public presentation of the game to be the consequence of human ability, instead than the engineering of the chiropterans. Ever-increasing public presentation of metal chiropterans has begun to impact the game at the college degree and below. Aluminum chiropteran shapers have been researching stronger and lighter metal metals. The consequences include ever-lighter chiropterans with dilutant walls, and accordingly higher chiropteran velocities and even greater trampoline effects. A ball hit by these chiropterans travels further and faster. In add-on, H A ; B has already made a chiropteran called the AirAttack in which a polyurethane vesica is inserted into the centre hollow, so filled with pressurized N gas. The gas force per unit area in the vesica supports chiropteran walls, forcing them out after they are deformed under impact. This support allows a much dilutant wall and a greater trampoline consequence. H A ; B has a playground ball chiropteran called the Inertia, in which the inside of the chiropteran contains a rolled-up steel spring that does the same thing. Batting norms and home-run production have gone up systematically at the college degree as these progresss have appeared. Titanium was used briefly, but it was rapidly prohibited because that metal # 8217 ; s combination of high strength, light weight, and snap was clearly traveling to consequence in shattering all striking records in all stages of the game. You could really grab the barrel of the chiropteran in your custodies and squeezing, and you could experience the chiropteran spring. The trampoline consequence was tremendous, and though Ti was banned, Louisville Slugger learned a batch about how to do aluminium chiropterans achieve the same consequence. Recently, a het argument has broken out over the widespread usage of aluminium chiropterans in college conferences. Many in baseball fright that modern engineering is making a superbat, which will irrevocably change the game and endanger participants. Indeed, the regulations commissions are diligently looking at the public presentation of chiropterans, and they have already put some bounds on public presentation ; they may good add more. They are non merely concerned about the unity of the game, the balance between discourtesy and defence, but they are besides concerned about safety. The NCAA regulations commission has decreed that many modern metal chiropterans are unsafe to participants and disruptive to the game. The high velocity of the ball coming off the these metal chiropteran has put hurlers in danger, as a line thrust hit at them may be going excessively fast for them to acquire out of the manner. And the energy of a hit ball additions as the square of the speed, so a fast hit can make more harm. As a consequence, the NCAA has ordered late that chiropteran makers alter their designs to do chiropterans heavier, with a smaller barrel. And baseball organisations from college to Little League are sing a return to a wooden chiropterans merely policy, though the disbursal of wooden chiropterans may do such a move impracticable.

Islamic finance Essay Example | Topics and Well Written Essays - 2000 words

Islamic finance - Essay Example It may be defined as a finance system that conforms to Islamic law, also known as Sharia, although the definition does not imply that is it limited to Muslims or Islamic countries (Rammal & Zurbruegg 86) Islamic finance is guided by ethical concepts prescribed by Sharia in relation to money and capital and the association between profit and risk as well as the social obligations of financial institutions. It has grown into a global and cosmopolitan financial system, committed to a text that may be accessed by all people. Being open to innovation, the system has been able to effectively compete with the conventional financial system by offering a wide range of financial products suiting numerous customer needs. Serving as an alternative to the conventional financial system, Islamic finance has been forging a more functional link between activities of real economy that generate value and the financial activities which facilitate it. This paper will discuss ways in which Islamic finance can be considered as an alternative to conventional finance and why it is a viable alternative. Governance and Regulation Although it is governed by the same fundamental monetary policies as conventional banking, the key and most significant distinguishing factor is the requirement of a strict adherence to a code of ethics (Zepeda 52). At the microeconomic level, Islamic finance is regulated by Sharia supervisory boards, or Sharia scholars at the least, who are responsible for approving and reviewing financial products and practices for compliance with Sharia guidelines. At microeconomic levels, the key regulatory authorities and institutions are located in Malaysia and Bahrain as the largest segments of the Islamic finance’s market are predominantly found in those jurisdictions. Among the leading organizations that set standards of the system are the Accounting and Auditing Organisation for Islamic Finance (AAOIFI), Malaysia Accounting Standards Board (MASB) and Islamic Fin ancial Standards Board (IFSB). AAOIFI is based in Bahrain while MASB and IFSB are in Malaysia (Zepeda 53). Islamic Finance as an Alternative to Conventional Finance The conventional finance system has been described as being innately unstable mainly due to being based on interest and debt as well as using the credit multiplier to leverage itself while creating debt excessively. It is characteristic of government rules and regulations, insurance schemes and treatment of tax to promote contracts that are based on debt in conventional finance rather than those involving sharing of the risks (Zepeda 48). As such, a finance system founded on debt encourages the transfer of risk while the gains of sharing risks are underused. Islamic finance offers an alternative to conventional finance to those seeking to integrate values and ethics into financial services as a positive development that also promotes social justice. The alternative can best be viewed from the two perspectives through whi ch the system has evolved. First, the system has eliminated interest-based finance, also known as riba, as per the guidelines of Sharia. It is also from this principle that the nature of capital is held exclusively as a medium of exchange since it has no attached intrinsic value. Second, it has developed a comprehensive range of low-risk financial products that aim at giving depositors, shareholders and regulators the same level of confidence. Although most of the products are debt-based and resemble the instruments used in conventional finance, they bear a distinguishing feature in the way they promote entrepreneurship; do not support speculative behavior; preserve property rights; advocate for sharing both returns and risks; and keep contractual obligations transparent (Mahlknecht 71). In this manner, the system has not

Manage change task 2 Research Paper Example | Topics and Well Written Essays - 2000 words

Manage change task 2 - Research Paper Example In most cases, organizational change tends to be radical and can lead to reorientation of the business. Organisational change tends to be deep seated, thereby impacting the stakeholders of the company as well (Smith, Vasudevan and Tanniru). Organisational change is based on external factors and these factors impact the organisation and also act as driving forces in a number of times. Benefits of Change Specialists: Change in an organisation means an impact on the processes of an organisation. This impact can be very wide spread or simply concentrated on one aspect of the business; however it does create major ripples in the organisation. Consulting or hiring a change consultant is crucial for a business attempting change and the benefits of hiring a change consultant is very high (Hiatt and Creasey). Firstly, change management consultants are experienced and well versed with the various aspects and change and have clear resources as well as methods of dealing with change. Also, chang e management consultants have the expertise to manage communication within the organisation, which is crucial. Change is not well accepted in most organisations and having a change consultant, who can communicate the change details effectively, makes the process smoother and more effective (Nelson and Aaron). Consultants of change also design the communication plans, training and development plans, documentation, improvements of the organisation, career development plans, and also the designing, developing of plans to bring about the improvements within the organisation. Also, consultants work with the clients and learn their requirements, make the project plans and also work on the tasks and value added solution. Change management is a professional job and it is best left to individuals with the expertise for it. Need for Change: Strategic change involves a number of changes to the organisation as a whole. Hence before an organisation decides to make a strategic change to itself, a few questions and areas need to be considered. These include the following: Firstly, is the organization a start up business? If yes, then implementing a strategic change is crucial and is a necessity rather than a luxury. The strategic change plan helps identify the business plan and also helps in linking all other elements like marketing plan, financial plans, management plans and also communication plans together (Smith, Vasudevan and Tanniru). Secondly, the next question that the company needs to ask itself is, Are we planning for a new major venture? Here if the company is opting for a major venture like product expansion or brand extensions, new department or division etc, then it is crucial for the businesses to implement strategic change. Is the company due for the annual strategic plan update? If so, it is crucial that the company has the strategic change plan developed and set as well. Companies need to focus on the various performance meters within the organisation and k eep a tab on the trends. This will help the company determine whether or not a change management is necessary or not. Strategic Objectives: The rationale and objectives for any change management program are important aspects. Objectives are in most cases specific and achievable and in most cases these objectives are the most

Employment Relations Essay Example | Topics and Well Written Essays - 1750 words - 1

Employment Relations - Essay Example The paper will be based on Harvard HRM model including situational factors; stakeholder interests; HRM policy choices; HR outcomes and long-term consequences. Situational factors for analysis include workers, business strategy, management philosophy, task technology and societal factors. In IMB Australia employment relationship demands increased recognition of the professional qualities of the autonomous worker, which poses problems of incompatibility with an employment contract built upon subordination. Pay is determined by time worked, whilst idle time due to poor organization and absenteeism is reduced. In IBM Australia task characteristics is affected by broader managerial philosophies. The adoption of new managerial policies of human resource management is important in this respect. At one level, a concern for human resources implies investment in training and in the skills of employees. For instance, in 2005 26,4% of the budget ($ 48, 706M) was spent on training and development of employees and 48% was spend on outsourcing (FYI. IBM Global services, n.d.). Further, given the costs of training for employees using new and complex equipment, there is a strong incentive to provide conditions of employment which reduced turnover. The use of advanced technologies tends to be accompanied by greater job security and generally more favorable terms of employment. IMB Australia seeks to bind employee commitment over the longer term by providing extensive fringe benefits and developing internal labor markets that give good opportunities for advancement up a highly stratified promotion ladde r (Arrowsmith & Sisson 2001). Equally important, to the extent that it involves the decentralization of decision-making to employees, whether as individuals or through forms of team decision-making, it is expected to encourage the growth of task discretion and autonomy which has been shown to be so important in employee satisfaction and

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

Paraphrase - Essay Example The probe frequency for the routine measurements is 226 Hz and the tracking in the normal should be done at + 200 daPa which must be stopped once the peak is recorded. It is also suggested that a repetition of the test should be conducted in its entirety, if an unexpected result is obtained and the probe tip be cleaned after the completion of tympanometry. Though there is no consensus on standard normal values for middle ear pressure and admittance, a mean value of zero may be fixed for middle ear pressure and the range between 0.3 to 1.6 with a mean of 0.7 for middle ear admittance or compliance. Tympanometric measurements require the acoustic properties of the ear canal and the application of air pressure in tympanometry distinguish the carnal and middle ear components. The technical note also gives details about acoustic reflex measurements and, accordingly, there are facilities in impedance/admittance instruments to provide acoustic stimulus to the ear and to detect the associate d reflex. The reflex measurements are usually made at a pressure corresponding to the tympanometric peak. Tympanometers and other instruments are then applied to the evaluation of Eustachian tube function.

Entrepreneurship and Innovation in Organisations Essay

Entrepreneurship and Innovation in Organisations - Essay Example Explanations of corporate growth and development, and of the organization's ability to maximise profitability over time have increasingly relied on the entrepreneurial function (Greiner, 1972). Simply defined, an entrepreneur is someone who organizes and assumes the risk of a business in return for the profits. Entrepreneurial success depends on the ability to think strategically, have a clear strategic vision, and achieve quick results. The meaning of entrepreneurship is bound up with the concept of uncertainty. Entrepreneurs create value by acting in the context of uncertainty. As Knight (1921) puts it, the entrepreneur is the "organizer of uncertainties," which means he possesses the ability to creatively reorganize the relationships between factors of production and market opportunities in ways that create value which otherwise would not have been generated. The ability to organize wealth-generating relationships between factors of production presupposes that a market opportunity exists for the entrepreneur to capture. This gives rise to the concept of the entrepreneur as being "noticer of opportunity" (Kirzner, 1973). Entrepreneurial behaviour is, thus, described as action taken on noticed opportunities. Markets are almost always in disequilibrium and based on price disparity and information asymmetry, there always exists opportunity for arbitrage. This opportunity, however, only generates value for the noticing entrepreneur. It can be deduced that value is generated not only by an entrepreneur who is "organizer of uncertainties", but also by the entrepreneur who is "noticer of opportunities" (Jones & Butler, 1992). In entrepreneurship, once an opportunity has been acted upon, a series of internal forces begin to interfere in the entrepreneurial process. A distinction arises between entrepreneurship and management in the firm, leading to agency problems. The agency problem occurs when it is difficult for one party to evaluate the performance of the other due to uncertainty in environmental, organizational, or task conditions. Moreover, the motives of the parties to an exchange may be different giving rise to opportunism and, in turn, agency problem (Jones & Butler, 1992). In the entrepreneurial context, risk preferences cause an agency problem because the principal and agent have different risk preferences. Agency theory elaborates on the different risk preferences by discussing risk aversion of agents stating that the agents are only rewarded normal salary even though they have to bear the uncertainty of entrepreneurial activities. On the other hand, the principal is the residual claimant of all net revenues of the activities. The reward to the principal is the entrepreneurial profit for undertaking uncertainty whereas the reward to the agent is normal salary for risk taking. This disparity in reward structure gives rise to agency problem where agents have no incentive to behave entrepreneurial (Jones & Butler, 1992). Agents face an additional problem if they have injected any capital in the organization. This is because if the organization engages in a risky venture and faces bankruptcy, the agents lose their capital and have difficulty in securing equivalent alternative employment. Therefore, there is no incentive for agents to invest in the organization. This causes a misalignment of interests of principals or entrepreneurs and agents or managers and results in a loss in a firm's

The Evolution of Linux Research Paper Example | Topics and Well Written Essays - 750 words

The Evolution of Linux - Research Paper Example This document focuses on the evolution of Linux since its establishment to the present version. The main reason for discussing the development of Linux is to understand various changes that have occurred in Linux. In addition, studying the evolution of Linux is of importance to planning for future development of the computer system. The origin of Linux can be traced back to the establishment of UNIX in 1969. UNIX was developed and created at Bell Labs in the process of developing a simple system with recyclable code. However, the primary development of Linux occurred in 1991. Linux was initially developed as a self-contained kernel by Linus Toverlds with a goal of enhancing UNIX compatibility. Development and evaluation of Linux have extensively relied on user collaboration and experience with the operating system from many parts of the world. The system is designed to operate reliably and efficiently on common personal computer hardware although it can also run on other platforms (Silberschatz, 2002). Linux has undergone evolution from one version to the other since it was developed. The first version of the Linux Kernel is Linux version 0.01. The version was developed in May 1991 by the Linux developer Linus Toverlds. Linux version 0.01 had limited features and was limited to specific processors and hardware. The version was only operating on PC hardware and 80386-compatible Intel processors. In addition, Linux version 0.01 was only supported by the Minx file system. It was also difficult to network with the Linux version 0.01 because it had no networking capability (Silberschatz, 2002). On October 5th, 1991, Torvalds released a better version of Linux known as Linux version 0.02 that required Minix to run. However, it received more attention than Linux version 0.01. The kernel improved rapidly within the year, and large number of users and volunteers communicated through social media on the internet. In December 1991, an operational,

Strategic Management Essay Example | Topics and Well Written Essays - 2000 words - 17

Strategic Management - Essay Example l segment along with other major players that include but is not limited to Mercedes Benz, General Motors, Toyota, Honda and Volkswagen (Sturgeon, Biesebroeck and Gereffi, 2008). Bayerische Motoren Werke AG (BMW) is based in Munich and started out as a aero-engine manufacturing company in 1917. Subsequently it transferred its attention to the business activity of manufacturing motorcycles and then into passenger cars. In 1936 BMW brought out its first sports care model and by the middle of the twentieth century established itself in the automobile industry as a manufacturer of elegant, prestigious and superior performance automobiles. In the new millennium, through its restructuring activities BMW has attempted to secure and strengthen its position in the premium segment of automobiles, through its prestigious BMW, Mini and Rolls-Royce brands (ICMR, 2002). In 2009 the number of BMW, MINI and Rolls-Royce cars that were sold totaled 1,286,610 units. This figure represents a slide of 10.4% in the number of cars in all its brands sold by BMW in 2008. A similar slide is also seen in the sales revenue for the two years. In 2009 the total sales volume was euro 47,737 million, which is 10.3% less than the total sales volume of BMW in 2008. The company has attributed the under performance in 2009 to the continuing poor state of the economies in its main markets in the developed world and the economic stimulus attempted in the developed world not really making the desired impact (BMW, 2010). Thierauf 2001, p.206 defines critical success factors (CSF) for any business enterprise as â€Å"the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance†. The wider picture on CSF and the key activities connected to it, besides favorable results in these areas for the achievement of strategic objectives, also means that it indicates where things need to proceed on the right path for the growth of the business enterprise and

Let the Free

Let the Freewriting Flow Essay Peter Elbow, author of the article â€Å"Freewriting† argues that using the technique freewriting is very beneficial for writers. Freewriting is nonstop writing without correcting or checking what you’ve already written. Elbow says writers should use this exercise at least three times a week to improve their writing skills. I strongly agree with his assessment from personal use of this technique. While writing my first freewrite I realized I was less stressed, I felt like the paper displayed my character more, and I was able to share all of my ideas without losing them. We are so caught up in trying to sound educated and proper in our writings it sometimes can take away from the actual piece. Writing while under stress often turns out in a disaster, usually why my pieces of writing aren’t always the best. Just like Elbow has said the reason people get so stressed while writing is because of how we are taught throughout school â€Å"schooling makes us obsessed with the mistakes we make in writing. Many people constantly think about spelling and grammar as they try to write. I am always thinking about the awkwardness, wordiness, and general mushiness of my natural verbal product as I try to write down words† (Elbow). This is completely true, the way we are taught in school adds a great deal of stress to the writer. At the beginning of every paper I’ve ever written for school I’ve always had stress because writing was never my strong suit to begin with and the requirements made it that much harder for me to develop a paper. Giving people such high standards for writing, yet telling them to make it their own is quite difficult for the writer because they are more worried about the structure rather than the actual content of the piece. People are also under stress while writing a paper because of who could be reading their piece, audience has a major impact on how a writer constructs their paper. With freewriting though you only have to worry about yourself reading over the paper so your ideas will flow easier onto the page because you a ren’t watching what your write in fear of offending someone. You are able to fully be yourself  throughout the piece. It’s difficult to incorporate character into your writing when you have to follow so many guidelines and worry about so many different things. Elbow states in his writing that you have a voice which is the main source of power in your writing, and unfortunately that â€Å"voice is damped out by all the interruptions, changes, and hesitations between the consciousness and the page† (Elbow). If we all had the same voice and then no ones writing would really be all that special. Freewriting helps the writer to find that voice because they are writing their exact ideas without anything interrupting them. Once they are done with the freewrite they are able to go back and fix it up a little but it will still be their voice and how they felt in the first place. Elbow makes a good point at the end of his piece saying that you only have one voice and you can’t give up on that voice no matter how much you may dislike it because without it you will never be heard, and your writing will never be your own. To me making the piece your own and to actually enjoy writing it is what writing should be about. Not the grammar mist akes, or how well it all flows. It should be about your thoughts and how you feel they should be expressed into a piece of writing. If writing is considered such a personal thing then we shouldn’t be so critiqued on every little thing throughout it. It’s happened more times than not when a writer loses an idea because they were too busy checking back on a previous one and trying to make it better. Using Elbow’s freewriting technique will ensure you to never lose an idea because as soon as it pops into your head you are able to write it down, even if it doesn’t exactly belong right there. Elbow also says that his technique stops the writer from editing their piece while writing allowing the ideas to flow more easily. I know from personal experience I lose ideas constantly because I’m worried about the previous paragraph, and if it was really good enough. When I wrote my freewrite I did not lose any ideas, I was able to get exactly what I wanted to say into that piece of writing and in the end if I wanted to I was able to go back and expand on them. Peter Elbow, author of the arti cle â€Å"Freewriting† has helped me be able to form a more well developed piece of writing through his technique, freewriting. This exercise has helped me stay calmer while I write my paper and helps me to not worry about what I’m writing the entire time. I benefit from Elbow’s technique this because once all of my ideas are out on paper I am able to go back and  form them into well-developed paragraphs just like I am required to do. The requirements from professors, bosses or whoever the audience may be will prevent someone from writing the best they can and making a piece their own because they are too worried about what the audience will think of it or if it’s good enough for their standards. For anyone who has trouble with forming ideas, or gets too caught up in the editing part of the paper while still writing should try out Elbow’s exercise freewriting and they may be surprised at how well it works and how much it may help them. I know I sure was shocked at how much it helped me especially after being a little uneasy about it at first I was pleasantly surprised. The freewriting exercise is what helped me develop this paper. I sat down for about an hour and was able to get all of my ideas down with no worries about grammar errors, or my audience, all I focused on was my ideas and what I thought was best to say in this paper. After I had finished it I went back and turned the freewrite into this piece. Since it worked so well for me I will now use freewriting before I start any of my papers in the future. Citation: Elbow, Peter. Freewriting. Freewriting. Center for Learning, Teaching, Communication, and Research, n.d. Web. 28 Sept. 2014. http://faculty.buffalostate.edu/wahlstrl/eng309/Freewriting.pdf.

History of Israel and the Holy Land 332 B.C. to 70 A.D. Essay Example for Free

History of Israel and the Holy Land 332 B.C. to 70 A.D. Essay The Period from 332 B. C. to 70 A. D. refers to the age of Hellenism under the rule of Alexander the Great, king of Macedonia. The period 332 B. C. marked the conquest of Judea by the Greeks, which subsequently imposed the dissemination of the Greek way of life, taxation, and economic activities designed to acquire economic gains. After the death of Alexander, his generals divided the empire and consequently fought over his empire. Judah fell under direct control of Ptolemy 1 of Egypt, but he did not seriously interfered in its religious affairs (Chapin, H. 988, Paragraph 1 Hellenism and the Roman conquest). However, after Ptolemy 1’s death, his successor was supplanted by the Seleucids of Syria, and in 175 B. C. Antiochus IV grabbed power. He then orchestrated a campaign against Judaism and in 167 B. C. he went and sacked the temple, (which was built in 520 B. C. ) of all its precious belongings. This utter desecration and gross violation of the temple motivated a successful Jewish uprising under the able leadership of Judas Maccabaeus. He then established a theocratic government, which saw the rise of the Hasmonean Dynasty under the leadership of Simon Maccabaeus who was at the same time the spiritual leader,being the High Priest, and the commander-in-chief of the military. The coming of the Romans more than half a century later saw the rise of the chief priests to power and the eventual destruction of the temple in 70 A. D. in the hands of the Romans. The Second Temple 332 B. C. to 70 A. D.  The Jewish society rose to power comparable in scope to the ancient Davidic Kingdom under Hasmonean Dynasty, although both religious and political discord is soaring between the Pharisees, who were the interpreters of the written law and the Sadducees, the aristocratic priestly class who implements strict obedience to the written law. However, with the coming of the Romans in 65 B. C. Jerusalem fell in the hands of the Romans, which ended the eighty years of independent Jewish sovereignty and heralded the period of Roman domination of Israel, which began just the same period. The Romans appointed Herod, an Idumaean, as a puppet king of Judah. His appointment as king of the Jews was subsequently confirmed by the Roman Senate in 37 B. C. He then rebuilt and magnified the platform of the temple and constructed many important buildings such as palaces, theater, citadel, hippodrome, and agora modeled after both the Hellenistic and Roman architecture. An internet article published by Planet Ware . com entitled Jerusalem, Israel cited that after Herod’s death in 4 B.  C. Jerusalem was under the care of the high priests, which was under Roman Procurators (Planet Ware, Par. 2). Chapin noted that Rome granted the Jew religious autonomy as well as some legislative and judicial rights through the Sanhedrin (Chapin, par. 5, Hellenism and the Roman Conquest). The second temple played a great role in the so-called â€Å"city of the high priest† that is, referring to the prominence of the Jewish religious leaders during this time. The Great Sanhedrin made the temple mount in Jerusalem the seat of both the religious and judicial powers vested upon them by the Roman Procurators. Their scope of authority includes religious, political, and legal authority such as trying a high priest, supervising certain rituals, and even declaring war (Chapin). This religious and judicial body was primarily composed of priestly Sadducees, which may be numbering of about seventy-one sages. The Sanhedrin’s control and judicial authority ended with the rise to power of Agrippa 1 in 41 to 44 B. C. The grand son of Herod 1 the Great, Agrippa 1 extended the city northward by constructing the third wall. However, the fanatical sect of the Jewish nationalist movement known as the zealot challenged the Roman control of Judah in A. D. 66. This uprising brought the Roman legions to a protracted siege, which was carried out by Vespasian, the Roman commander in Judah. The revolt however was crushed by his son Titus in A. D. 70 and Jerusalem and the second temple was destroyed by the Romans (Chapin) Hellenism and the Jews (Evaluations and Commendations) Hellenization, according to an internet article entitled â€Å"Celtic† and Medeterranean Interaction is the process by which non-Greeks were made more or less Greeks, assimilated into Greek culture if not acculturated. The article noted that the extent of Hellenization during the time of Alexander reach even further to the lands of the Barbarians (Celtic and Mideterranean Interaction). The article cited that Greeks abroad carried with them any thing that could help in advancing Greekness and they were more emphatically consciously Greeks and built cities and towns introducing urban structures and new ideas. Chapin pointed out that despite of the strong emphasis on priestly rule and Judaism, Jewish society was greatly influenced by the Greek Hellenism, particularly cities like Jerusalem, except in their adherence to monotheistic faith. However, life in the provinces and rural areas was comparatively unchanged (Chapin). Jerusalem subtly yet speedily adopted the Greek culture particularly the Greek language, games and sports, and even the early literature of the new faith, Christianity (Chapin, Par. ). According to an internet article entitled The Impact of Hellenism on the Jews, though Hellenism was neither offensive nor beneficial yet it poses serious challenge to Judaism (Old Testament History, Par. 1). The article noted that Hellenistic culture presents serious threats to Judaism in the same way that idolatry of the Canaanites neighbor of the Pre-Exilic Israel served as a great temptation, which had caused their nation’s destruction and later Diasporas. The impact of Hellenism on Post Exilic Israel was difficult them to resist in remaining true to their faith as Hellenism offers relief from laborious struggle for existence. Hellenism viewed life as a continuous series of social festivities, comforts, and ease. It was under Hellenistic period that public places for eating and bathing was offered to the public with customary music of strings such as the harp (O. T. History, par. 7) which today may be characterized by the restaurants and public swimming pools. Great public libraries, potential economic opportunities, and sophisticated Greek education would have strong appeal to may nobler Jews and merchants, which made the Hellenistic way of life easily acceptable. On the other hand, conservative Jews particularly Palestinian Jews were not impressed by the social and cultural advances brought about by Hellenism, courtesy of the Greeks. These conservatives despised the Hellenized Jews on the grounds that they had compromised their religion. An internet article entitled The Church History cited that the Hellenized Jews were forbidden in the temple rather they were directed to attend Greek-speaking synagogues to hear and understand the Torah being read in Greek as they could no longer speak nor understand Hebrew. The purpose therefore, of Hellenization was to assimilate every culture, or the acculturation of every nation’s culture under one culture, the Greek culture, is not only a brilliant idea or military strategy if indeed it can be categorized in that way, rather, it is highly advance idea designed to rule the world in utmost peace and economic prosperity. This impact could have changed the course of history had Alexander livelonger than he had lived. It cannot be denied that the influence of Hellenism still benefits today’s generations and the idea of hellenization still dominates the society in many ways. Interpretation Hellenism was a subtle way of conquering the world. Alexander may have conquered much of the known world during his time but his military and political leadership did not live long enough to achieve what he desired, to conquer the world. Perhaps Hellenism was intended by Alexander for a peaceful conquest. Indeed, his model Hellenistic community in Alexandria, Egypt was meant to attract the known civilizations of the benefit of Hellenization. True to his intention, the world was conquered by the Greeks not by swords and spears or by sheer military force but by festivities, by cultural and educational advancement, and by economic opportunities Hellenism offers. Today, the Greek influence still remains after thousands of years in many aspects of the social and cultural life, including arts. Hellenization can be compared to the idea of the democracy promoted by the remaining super power of the world today. By Hellenizing the known world, Alexander can build an alliance with many countries just like the idea of democracy. In other words the same concept in promoting democracy lies in the Hellenization. It symbolized the hegemonic power of Greece under the leadership of Alexander the Great. Conclusions The history of Israel from 332 B. C. up to 70 A. D. as a monument of Greece’ rise to power, and dominance of the world, at the height of their glory, as well as the marks of Israel’s resurgence to power which they so longed, under the Hasmonean dynasty, although this period marks both rise and fall of the three nations involve, its most important contribution in human civilizations was the spread of Hellenism, which truly brought not only economic benefits, but also culturally and socially, and the developments of sports. Hellenism has brought much contribution that even the generation of today is benefiting. The many borrowed words that help us understand meanings of the fast events are just one of the many benefits of Hellenization. Hellenization therefore symbolizes the hegemony of the Greek nation as well as Alexander’s desire to rule the world in peace and in prosperity as by acculturation and assimilation, it would have mean no boundaries or no enemies, rather it promotes unity and cooperation among nations. The blessings of democracy that we now enjoy may be compare to the blessings of Hellenism had Alexander livelonger.

Hrm in a globalized economy executive summary

Hrm in a globalized economy executive summary The report aims to discuss aspects of Human Resource Management in light of the ever changing business world given the globalization of businesses today. Globalization has seen changes in the way businesses work and are expected to deliver investor value. Companies started competing not just with local competitors but with organizations across continents which forced companies to relook at continuously innovating and providing a unique value to its customers to retain them. Talent Sourcing and Talent Development within an organization have become a science that identify and accept that diverse employee base form the backbone of a business and are responsible for contributing towards achievement of organizations global goals and directly impacting competitiveness and delivering that Investor value. Early in the 1800s during the times of Industrialization, the approach to managing workforce was primitive task drive approach. Historically, Henry Fords assembly lines and Studies of Frederick Taylor such as the time and motion studies thought of improving productivity by putting employees in line with mechanics. They tried to boost productivity by designing the way work is carried out. They focussed purely on productivity since productivity was what gave profits and therefore competitive edge. Workforce was put them in the same league as machines inviting organization conflict and distraction from the goal. As globalized environment changed the rules of the game, Organizations realized that employees and their talents is the single most important supply of sustainable competitive advantage. Employees are the ones that deploy scarce resources optimally. To survive and to succeed, organization need to leverage its human resource capitals talents to develop new products and services and creating value for customers. This marked change in attitude of managements saw the emergence of concept of Global Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity, employee commitment, flexibility and quality at a global level. Global Human Resource Management hence becomes very important since globalization and international operations bring with them challenges beyond a simple Human Resource Management program at a local level. Global Human Resource Management not only covers International recruitment Appropriate training and development Deployment of these resources But also goes beyond simple HRM in maintaining affable international industrial relations. With international operations, managing the employee base worldwide has its own challenges. P Morgan: There are 2 sets of variables when it comes to HRM in for an International Organization First -employee types Second Political, labour laws, culture, legal environment, economic, and practices prevailing in different countries A successful HRM model for an international organization is the successful interplay between these 2 sets. Clearly there is a need to go beyond basic HRM practices to include: More functions and activities In depth wisdom of employment law of the host country Close involvement with employees personal variables Provide for external influences Exposure to newer hurdles and risks Managing differential pay packages Managing ethnic, gender differences More liasoning activities More travel and coordination Higher management of unknown risk variables beyond the country where the headquarters are based It is imperative that Human Resources Management models are deployed in a global context to ensure success. Main Body The Concept of Globalization: While Global trade itself is not a new concept, Globalization is. Globalization can be defined as a process of trade and investment transcending political boundaries undertaken by an interaction of people, processes, entities and spurred on by advances in political systems, technology, business ethics and affecting culture, environment societies leading to cross border prosperity. International trades have been undertaken historically. Traders have traded goods and services over large distances travelling by land and sea. Eg, The silk route that connected the Western World with Central Asia China during the Middle Ages. As time progressed further, we see that cross-border trade, investment immigration boomed. Eg. Since the middle of the 20th Century to today world trade has exponentially grown by 20 times. Only in the last 5 years of the 20th Century, foreign investment currency flow went to US$ 827 billion from a meagre US$ 468 billion. This has had an impact on fiscal policies of governments that have opened up its economies in a controlled manner, both domestically as well as beyond their borders. Eg. The 1991 Financial Budget given by then Finance Minister of India, Dr. Manmohan Singh was figuratively the door to globalization for India. India hasnt looked back since in terms of its growth and prosperity. India adopted a free-market economic system. This greatly increased its own production potential and created a bouquet of opportunities for its own companies and organizations across the world for international trade and investment. Companies started growing by virtue of the geography of their businesses and operations: HRM in the face of such Globalized businesses: In such a dynamic environment today Human Resource Management in a global paradigm involves the manpower planning of staffing requirements the world over, selection of the right candidates, training development of employees for global operations. Since it is established that human resources form the backbone of any strategy, implementation of any strategy to succeed globally with Human Resource Management at its core can provide a strategic competitive edge. Human Resource function in this environment has to provide a support function to line manager by providing guidelines, searching, training, and evaluating employees. With an effective HRM function deployed, the organization would be able to leverage the knowledge, experiences and the skills of its distinctive employee bases the world over. The Increasing Diversity of the Workforce: As Globalization gains steam and becomes the norm, the employee base of multinationals has become varied and rich with nationals from all over the globe. Human Resources across companies have become homogenized, enriching the organizations with depth of knowledge about variables affective markets both within the countries as well as between them. The most successful organizations are ones which utilize this resource to the maximum. Having an experienced employee from a remote market on the team is a natural consequence towards better understanding new market dynamics and new consumer behaviour. Culture in different countries or the mode of doing business in different countries is also different Deal Focus Relationship Focus Country wise distribution: Formal Culture Informal Culture Country wise distribution: Therefore HRM today for an international organization, has to consider Differences in HR practices in the local organizations Perception of HR as a function. Attitude and actions of headquarters towards HR Resistance to change in a myriad of different situations Cultural differences in teaching and assimilating styles The Changing Nature of the Workplace: A diverse organisation will out-think and out-perform a homogeneous organisation every single time. A. Lafley, CEO Procter Gamble Global competition presents a case for Global co-operation. Today, more than ever before, employees find themselves rubbing shoulders with someone from a different culture, race and society on an everyday basis. HR departments in these multinationals have to recruit, develop and retain people who have vastly different backgrounds. This has resulted in new skills to succeed such as sensitivity and other relational aspects. This is termed as cultural intelligence. Cultural intelligence is defined as the capability to adapt effectively across different national, organizational and professional cultures (Earley, Ang and Tan, 2005). Today employees across industries are given job roles globally, taking them around the world. In this new environment employees from home country as well as the expatriate have to learn how to work with each other given that they not only think and communicate differently but also execute differently. The Human Resource Departments need to develop their cultural intelligence to manage this diversity in their companies. The departments have to allow for newer challenges in the face of international employee deployment such as Managing international assignments Employee and family adjustment Selecting the right person for a foreign assignment Culture, communication and gauge Language and communication Staffing Function in an International Organization: Staffing in an international organization goes beyond simply forecasting requirements and selection of the right candidates to fit a job description. It is also a tool to develop and promote the organizations own value system and culture. In an international scenario the following models could be deployed: An Ethnocentric staffing policy A Polycentric staffing policy or a Geocentric staffing policy ETHNOCENTRIC STAFFING POLICY: In this policy, top management positions filled by parent-country nationals. It is actually the best suited to international organizations. Advantages: If the host nation does not have qualified managers, the vacancies can easily be filled The culture of the HQ is easy to spread. Easy transfer of key skills and operating procedures Disadvantages: May result in bitterness in host country Deterrent to cultural diversity POLYCENTRIC STAFFING POLICY When this policy is deployed Host-country nationals manage subsidiaries and parent company nationals hold key headquarter positions. Multi-domestic organizations can benefit from this Advantages: Help rich cultural diversity Implementation is cost effective Easy transfer of key skills and operating procedures Disadvantages: Limits chances of host country employees getting exposure outside their own nation Possibility of gap in mission, values and work culture between HQ and host country operations GEOCENTRIC STAFFING POLICY This policy seeks best people, regardless of nationality. Transnational organizations and Global entities can benefit from this Advantages: Optimum deployment of optimum resources Employees get exposure to different cultures Creates a centralized value system Disadvantages: Local immigration policies may inhibit 100% deployment Higher costs associated with training and relocation May require complex Compensation structures to succeed. The Expatriate Dichotomy: Further when a citizen of one country works in another country, HRM needs to take care of a myriad of issues without which there is a strong chance of failure and a premature return of the employee to his home country The costs associated with failure are not low and are generally estimated at three times the expats annual salary in addition to the costs associated with relocation The issues that can crop up when expats are deployed: Immediate family may not adjust to a new environment The employee may not adjust Other personal issues Culture shock May not be able to cope up with bigger responsibilities Based on how complex the business is and strength of the HR function, it is important to deploy the ideal staffing policy. Recruitment and Selection: International Labour Market Sources Parent Country Nations (PCNs) PCNs are managers who are citizens of the Country where the MNC is headquartered. The reasons for using PCNs include The desire to provide the companys more promising managers with international experience The need to maintain and facilitate organisational coordination and control The unavailability of managerial talent in the host country The companys view of the foreign operation as short lived The host countrys multi-racial population The belief that a parent country manager is the best person for the job. Host Country Nationals (HCNs) HCNs are local managers hired by MNCS The reasons for using HCNs Familiar with the culture, language Less expensive, know the way things done, rules of local market Hiring them is good public relation Third Country Nationals (TCNs) TCNs are managers who are citizens of countries other than the one in which the MNC is headquartered or the one in which it is assigned to work by the MNC. The reason for using TCNs These people have the necessary expertise They were judged to be the best ones for the job. Selection procedure of Expatriates Use of selection test Technical Ability Cross cultural requirements Following traits are identified s predictors of expatriate success Cultural empathy Adaptability Diplomacy Language ability Positive attitude Emotional stability and maturity Family requirements Multinational requirements Management philosophy or approach The mode of operation involved The duration of assignment The amount of knowledge transfer inherent in the expatriates job in foreign operation Language skills Expatriate Success factors Willing and motivated to go overseas Technically able to do the job Adaptable Good interpersonal skills and be able to form relationship Good communication ability Supportive families Adaptability to cultural change Work experience with cultures other than ones own Previous overseas travel Knowledge of foreign language Ability to integrate with different people, cultures, and type of business organisation The ability to sense developments in the host country and accurately evaluate them The ability to solve problems within different frameworks an from different perspectives Sensitivity to subtle differences of culture, politics, religion and ethics in addition to individual differences Flexibility in managing operations on a continuous basis, despite of lack of assistance and gaps in information Globalized HRM role Two major types of adjustments that an expatriate must make when going on an overseas assignment. Anticipatory adjustment Carried on before he leaves for the assignment It is influenced by following factors predeparture training pervious experience In-country adjustment Takes place on site It is influenced by following factors Ability to maintain a positive outlook in high pressure Jobs as reflected by the role he plays in managing, authority he has to make decisions, newness of work-related challenges and the amount of role conflicts Organisation culture Non work factors toughness with he faces new cultural experience, family adjustment with new country Socialisation factor to know what is what and who is who Expatriate Training and Development Need for Training to Expatriate Cost of expatriate failure is very high To build a team of internationally oriented, committed and competent personnel Minimize personal problems such as politeness, punctuality, tactfulness, orderliness, sensitivity, reliability, tolerance and empathy Improve overall management style Pre-departure Training- Emphasises on cultural awareness and business customs of the country of posting to cope with unexpected events in a new country. Post-departure Training helps in minimising culture shock and depression that usually sets in a new country and culture. Cultural Integrator An individual who is responsible for ensuring that the operations and systems are in accordance with the local culture. He advises guides and recommends action needed to ensure this synchronisation. Even though expatriate are trained before being sent abroad, they are still not totally prepared to deal with the day-to-day cultural challenges because they lack field experience. He is responsible for handling problems between the subsidiary and host cultures. He may be from parent country or host country who has intimate knowledge of the companys culture and can view operations from both sides. He can only advice ore recommend a course of action. Management philosophy and training Ethnocentric companies will provide all training at the HQ. Polycentric companies will rely on local managers to assume responsibilities for seeing that the training function is carried our wherever appropriate. Geocentric companies organise training courses in different parts of the world, where a particular function is best carried out. Regiocentric companies organise training courses in different countries of the region. Cultural Awareness Training There are five types of pre-departure training Area studies that include environmental briefing and cultural orientation Cultural assimilators Language training Sensitivity training and Field experience To decide the rigour and level of training, following factors are important degree of interaction required in the host culture similarities between home and host cultures If interaction is low and similarities are high, then training should be on task and job related issues rather than culture related issues. If interaction is high and similarities are low, then training should be on cross cultural skill development as well as task. Preliminary visits average duration will be about one week A well planned overseas trip for candidate and spouse provides a preview to access their suitability for job, introduction to host country management, accommodation required, and schooling facilities available. Language training Types of cross cultural training Environment briefing about geography, climate, housing and schools Cultural orientation to familiarise with cultural institutions and value system of host country Cultural assimilators to provide intercultural encounters Language training Sensitivity training to develop attitudinal flexibility Field experience to make expatriate familiarise with the challenges of assignment Cultural Assimilators It is a programmed learning technique that is designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs and values of another culture. These assimilators are developed for one culture where the candidate is currently working and the other culture is where he is proposed to be posted. Type of assimilators The trainee read a short episode of cultural encounter and choose an interpretation of has happened and why. Critical incidents: to be identified as a critical incident, a situation must meet at least of the following conditions: An expatriate and a host interact in the situation The situation is puzzling or likely to be misinterpreted by the expatriate The situation can be accurately interpreted if sufficient knowledge about the culture is available The situation is relevant to the expatriates task or mission requirements Compensation Management Factors Influencing Compensation Programmes Compensation decisions are strategic decisions and play a key role It should be consistent with overall strategy, structure and business needs of MNC It must attract and retain the best staff It must facilitate the transfer of international employees in a cost effective manner. It should give due consideration to equity and ease at administration. It requires the knowledge of employment and taxation laws, customs, cost of living index, environment and employment practices, the knowledge of labour markets and industry norms, foreign currency fluctuations. Paying Expatriates: unique problems Discrepancies in pay between PCN, HCN and TCN The need to vary expatriate compensation depending on the life cycle of the expatriates family Compensation issues related to re-entry into the parent country organisation Approaches to Expatriates Compensation Going Rate Approach Base salary remains linked to the salary structure of the host country. Required information is obtained through compensation surveys and published information. This approach is favoured by polycentric organisation Advantage Equality with local nationals and expatriates of different nationals Simple approach Attract the nationals of PCN and TCN if location is a high-pay country Disadvantage Transfer from a developed country to a developing country Fighting for getting favourable posting and resisting low pay country postings Problems when the expatriates repatriated to the home country An export or import or franchising arrangement Company appoints an export manager who reports to chief of marketing and all operations concerning export and imports are controlled by the home office Balance Sheet Approach It links the salary of expatriates and TCNs to home country salary structure. Assumption Foreign assignees should not suffer financially due to transfer Salary package is divided into goods and services, housing, income taxes and reserve. Cultural Impact and Compensation Policy National cultural difference High power-distance the compensation system should reflect hierarchical divisions in the firm. Low power-distance the salary system should be more egalitarian and performance based. Individual cultures rewards should be given on an individual basis. Collectivist cultures they should be team based. Culture with high masculinity compensation policy focus on social benefits, quality of work life and equity. Culture with high uncertainty avoidance structured and consistent pay plans are preferred with no variable plans and discretionary allocation. Culture with low uncertainty avoidance pay should be linked to performance. Performance Management in International Organisations Performance Management and its link with other HR Processes Reward Management Human Resource Planning Training and Development Process Relationship with strategy Multinational Performance Management Whole vs part Non-comparable data Volatility of the international environment Separation by time and distance HQ-subsidiary interdependence Ethical and legal issues Market Maturity Performance Management of expatriates decisions and play a key role Setting clear goals for each unit, each department and each employee Goals must be mutually supportive and balanced for long and short term needs. Setting standard and measurement criteria for evaluating each type of goal Formal monitoring and review of progress towards these objectives Using the outcomes of the review process to reinforce desired employee behaviour through differential rewards and identifying training and development needs. Variables that Influence Performance of Expatriate Compensation Package Nature of Assignment Role Clarity Psychological Contract HQs support Environment of the Host Country Cultural Adjustment Critical Success Factors Recommendations: The Impact of Diversity and the Changing Nature of the Workplace on Human Resource Functions in Work Organizations: Given the era of Globalization, managing diversity at the workplace has become a business issue for the HR Department and no longer simply a moral, social, or legal concern. The challenge is no more creating a diverse employee demographic, but empowering one that already exists due the natural global nature of the business. Despite all the hype around Diversity and the pros of having a multicultural workplace, organizations still tend to reflect: Soft implementation of highly expensive Diversity Management Programs A poor gender ratio when it comes to higher managerial positions Poor integration of disabled people into the employee base. Senior management teams not reflecting ethnic diversity. Some critical success factors to ensuring that diversity is leveraged well by organizations include: A) Clear organization wide understanding of the business case for Diversity. The HR department along with the senior management and the line managers need to be clear about the need to be diverse and embrace new cultures and ethnic backgrounds into their folds. Going beyond corporate trainings and having blurred notions of how multi-cultural employee base would help the organization to gain competitive edge over local competition in remote markets, all levels of the organization need to clearly articulate how a diverse human resource base would help reach the organization goal and hence their own individual goals. Further they understand that a multi-cultural workforce can improve their organizations adaptiveness and change readiness. This would clearly improve the culture within the organization to recruit, develop and retain the best staff. B) Assessment of Current Situation. HR departments that are particularly successful at managing diversity routinely spend time, money and effort in gauging the ever changing composition of the workforce given geographical expansions, attrition and new recruits. They routinely assess not just numbers associated with the above dynamics but also behaviours, and culture associated with these changes. Eg. Eastman Kodak created a specialist external diversity panel to conduct an outsider review of the current situation. The Management of Eastman Kodak assessed recruitment policies to address cultural imbalances and even cultural blocks to retaining and developing a multi-demographic employee base. Without the above HR Departments would only end up paying lip service to managing diversity or spending huge amounts on expensive specialist corporate trainings on managing diversity without actually creating a basic inclusive work culture. Ergo, wasting time and effort on initiatives that are unsustainable in an environment where self assessment itself is not done. C) Managing Diversity is a top-down approach. Successful diversity management initiatives are ones that have high visibility of the senior management team. Eg. Back in mid 90ies, Lou Gerstner identified diversity as a key strategic initiative for IBM globally. He was a strong proponent of leveraging differences to address new markets. He established eight task forces representing various ethnic groups, allocating executive sponsors from his direct reporting team and insisting on specific measurable results within specified timelines personally reviewing progress on the results. Many HR departments have gone beyond simply including diversity management in their employee handbook and actually championed setting up panels and councils that include senior executives. Diversity management may require fundamental changes to the very culture of the organization and hence require stewardship by the senior executives. D) HR initiatives need to promote cultural harmony rather than address cultural imbalances. Initiatives from HR need to promote creating a multi-cultural environment. Simply having reservation seats and quotas and fancy cultural training and diversity training is not enough. HR Departments need to ensure that minorities have the same opportunities and such initiatives are an integral part of their day to day working rather than simply an extra curricular task! Ensuring objective appraisal systems, rewards and recognition and universal training and development opportunities is key to promoting an all encompassing holistic HR approach. E) Objective assessment of the Diversity management initiative and scientific assessment of programs are key. Many HR Departments have succeeded in developing measurable diversity management programs. E.g. the Hyatt Hotel Group the world over ties approximately 15% of the bonus potential to diversity goals. HR Departments that have been successful in managing diversity have translated it into a core competency used to assess the performance of management. F) Diversity Management principles are all encompassing and wholesome enough for everyone to participate. If the Diversity Management programs are only a bastion of the senior management, the entire exercise would be superficial and unsustainable. In order to result in successful recruitment, retention and development of employees in a globalized world, it is important that it is an inclusive program cascading throughout the organization. E.g. IBM created specific task forces but more importantly invited participation in the form of inputs to help these task forces in creating an inclusive culture. Managing diversity and the every changing workplace in the face of globalization is not the prerogative of the senior management alone but is to be implemented at the grass root level where managing diversity to retain and recruit top talent is a challenge in itself. These critical to success factors for managing diversity are not complicated models however they are tough to actually execute and require a motivated effort on the part of the Human Resources team and buy-in from the entire organization. Conclusion: Clearly Globalization has brought about a paradigm shift to International Trade providing it with a great boost. I feel, employees form perhaps the most critical resource base since they are