The Leadership Of A 21st - 871 Words

1. Introduction Influencing an organised group to achieve desired outcomes has been defined as leadership, (Hughes, Ginnett Curphy 2015) whereas Northouse (2015) describes it as being complex with many dimensions, with some seeing it as a trait or an ability, whilst others consider it a skill or behaviour, with it also considered a relationship or process. In reality leadership most likely includes aspects of all dimensions, with each dimension explaining a different characteristic of leadership (Volckmann 2012). Leadership can be many things and has been summed up as: (L)eadership is great men and women with certain preferred traits influencing followers to do what the leaders wish, in order to achieve group or organisational goals that reflect excellence defined as some kind of higher order effectiveness (Rost cited in Volckmann 2012). Volckmann (2012) as an alternative defines leadership as an influence relationship between leaders and followers with an intent to achieve change that reflects their mutual purpose. The purpose of this report is to evaluate and analyse the leadership of a 21st century leader in a not-for-profit-organisation. Concluding with recommendations on how to improve the leadership and make a stronger impact on the followers and the situation. 2. Background and context Elizabeth Montgomery (EM) was engaged by Central Highlands Community Legal Centre (CHCLC) as a Community Legal Education Officer (CLEO) in 2005; between 2005 and 2010 there were aShow MoreRelated21st Century Leadership1633 Words   |  7 PagesThe intent of this paper is to review some of the qualities and traits of leadership that will be critical as American society continues into the 21st century. The focus of this paper will be on societal leadership, specifically, the political leadership of the United States. This paper will present the theory that there are several skills necessary in our leadership for the continued success of American society. There can be no question that the future holds great challenges for our futureRead MoreLeadership Style For 21st Century1477 Words   |  6 PagesLeadership Style for 21st Century When we analyze the success of large corporations like Ford, General Electric and International Business Machines, it is evident that they had series of leaders who were visionary and believed in empowerment of people. When we analyze tough phases of a company or companies that had a fall and ultimate demise, we clearly see a linkage between failure of company and absence of effective leadership (Canwell, Dongrie, Neveras, Stockton, 2014). The successful organizationRead MoreLeadership Challenges of 21st Century2694 Words   |  11 PagesA Paper on Leadership: A Glance into Challenges for 21st Century Leader Abstract Leaders have always been our source of inspiration, passion and motivation to make us believe, try and achieve things that we may not have envisioned to achieve. However, with the growing complexities, rate at which changes are occurring and other dynamics of the corporate world, the leaders and leadership is being tested more than ever before. It seems that the old leadership styles and fundamentals are notRead MoreThe Leadership Style Of The 21st Century1435 Words   |  6 Pagesmanagement that are proven to be successful. Even out of the three most common leadership styles, authoritarian, democratic and laissez-faire, the latter, is still considered a fad and too risky. Laissez-faire (french for leave us alone ) is a style where the workers have the decision making power. Even as recent as 2008 Samual C. Certo wrote â€Å"Supervisors are rarely, if ever, able to practice this style of leadership because the nature of the supervisor s job requires close involvement with employe es†Read MoreLeadership 21st century Essay5218 Words   |  21 Pagesï » ¿Leadership for the Twenty First Century Writing Paper #2 Leadership for the Twenty First Century University of Charleston Graduate School EMBA-601-NG-2012G1 Leadership for the Twenty First Century Introduction As we enter the 21st Century there is a serious question arising concerning our capacity to deal with the challenges. Based on a review and synthesis across a range of literatures coveringRead MoreLeadership Challenges of 21st Century2706 Words   |  11 PagesA Paper on Leadership: A Glance into Challenges for 21st Century Leader Abstract Leaders have always been our source of inspiration, passion and motivation to make us believe, try and achieve things that we may not have envisioned to achieve. However, with the growing complexities, rate at which changes are occurring and other dynamics of the corporate world, the leaders and leadership is being tested more than ever before. It seems that the old leadership styles and fundamentals are not effectiveRead MoreSports Leadership Of The 21st Century1105 Words   |  5 Pages Borland, J. F., Kane, G. M., Burton, L. J. (n.d.). Sport leadership in the 21st century. Borland gives understudies the most present and extensive comprehension of authority in game administration. Written and contributed to by driving game administration specialists and professionals, this content submerges understudies in the learning procedure through contextual investigations, interviews with pioneers in the business of sports, and rich substance. 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Lee in Arroliga et al (2014) said that health care delivery systems must develop a new kind of leadership to reduce chaos and improve outcomes. In this century, there are working collaboratively where different organizational structure are combine in one team during operatio n inRead More21st Century Leadership Of Willie Robertson1477 Words   |  6 Pages21st Century Leadership of Willie Robertson Willie Robertson is the Chief Executive Officer of Duck Commander, which is a family owned and operated hunting-accessories company. Willie’s father founded the company in 1972, but it’s been Willie’s entrepreneur skills and charismatic leadership that has developed the company into a multi-million dollar business specializing in the manufacturing of duck calls, duck decoys, cooking DVDs and apparel. He also introduced his family and company to the world

Cnidarians Facts Corals, Jellyfish, and Sea Anemones

The Cnidaria (Cnidaria spp.) is the phylum of animals that contains corals, jellyfish (sea jellies), sea anemones, sea pens, and hydrozoans. Cnidarian species are found throughout the world and are quite diverse, but they share many similar characteristics. When damaged, some cnidarians can regenerate their body parts, making them effectively immortal. Fast Facts: Cnidarians Scientific Name: CnidariaCommon Name(s): Coelenterates, corals, jellyfish, sea anemones, sea pens, hydrozoansBasic Animal Group: InvertebrateSize: 3/4 of an inch to 6.5 feet in diameter; up to 250 feet longWeight: Up to 440 poundsLifespan: A few days to more than 4,000 yearsDiet:  CarnivoreHabitat: Found in all the worlds oceansConservation Status: Some species are listed as threatened Description There are two types of cnidarians, called polypoid and medusoid. Polypoid cnidarians have tentacles and a mouth that face up (think of an anemone or coral). These animals are attached to a substrate or colony of other animals. Medusoid types are those like jellyfish—the body or bell is on top and tentacles and mouth hang down. Despite their diversity, cnidarians share several basic characteristics: Radially Symmetrical: Cnidarian body parts are arranged around a central point.Two Layers of Cells: Cnidarians have an epidermis, or outer layer, and a gastrodermis (also called the endodermis), which lines the gut. Separating the two layers is a jelly-like substance called the mesoglea, which is most visually apparent in jellyfish.Digestive Cavity (The Coelenteron): The coelenteron contains their stomach, gullet, and intestines; it has one opening, which serves as both the mouth and anus, so cnidarians eat and expel waste from the same location.Stinging Cells: Cnidarians have stinging cells, called cnidocytes, which are used for feeding and defense. The cnidocyte contains a nematocyst, which is a stinging structure made up of a hollow thread that has barbs inside. The smallest Cnidaria is the Hydra, which measures under 3/4 of an inch; the largest is the lions mane jellyfish which has a bell that can measure more than 6.5 feet in diameter; including its tentacles. it can exceed 250 feet long.  Ã‚   Dania Chesham/Getty Images   Species The Cnidaria phylum is made up of several classes of invertebrates: Anthozoa (sea anemones, corals);Cubozoa (box jellyfish);Hydrozoa (hydrozoans, also known as hydromedusae or hydroids);Scyphozoa or Scyphomedusae (jellyfish); and theStaurozoa (stalked jellyfish). Habitat and Distribution With thousands of species, cnidarians are diverse in their habitat and are distributed in all the worlds oceans, in polar, temperate, and tropical waters. They are found in a variety of water depths and closeness to shore depending on the species, and they may live anywhere from shallow, coastal habitats to the deep sea. Diet and Behavior Cnidarians are carnivores and use their tentacles to feed on plankton and other small organisms in the water. They fish using their stinging cells: when a trigger at the end of the cnidocyte is activated, the thread unfurls outward, turning inside out, and then the thread wraps around or stabs into the tissue of the prey, injecting a toxin. Some cnidarians, such as corals, are inhabited by algae (e.g., zooxanthellae), which undergo photosynthesis, a process that provides carbon to the host cnidarian. As a group, the Cnidarians have the ability to reorganize and regenerate their bodies, which somewhat controversially suggests they may be essentially immortal. The oldest cnidaria is arguably corals in a reef, which have been known to live as a single sheet for more than 4,000 years. In contrast, some polyp types only live 4–8 days.   Reproduction and Offspring Different cnidarians reproduce in different ways. Cnidarians can reproduce asexually by budding (another organism grows off the main organism, such as in anemones), or sexually, in which spawning occurs. Male and female organisms release sperm and eggs into the water column, and free-swimming larvae are produced. Cnidarian life cycles are complex and vary within the classes. The archetypal life cycle of a cnidarian begins as a holoplankton (free-swimming larvae), then develops into a sessile polyp stage, a hollow, cylinder-shaped tube with a mouth at the top surrounded by tentacles. Polyps are attached to the seabed, and, at some point, the polyps bud off into a free-swimming, open-water medusa stage. However, some of the species in the different classes are always polyps as adults such as coral reefs, some are always medusas such as jellyfish. Some (the Ctenophores) always remain holoplanktonic. Pete Atkinson/Getty Images Conservation Status Cnidarians such as jellyfish are likely to be tolerant of climate change—in fact, some are even thriving and ominously taking over the habitats of other lifeforms—but corals (such Acropora spp) are listed as threatened by ocean acidification and environmental damage, according to the International Union for Conservation of Nature (IUCN). Cnidarians and Humans There are many ways cnidarians may interact with humans: They may be sought-after in recreational activities, such as  scuba  divers going to reefs to look at corals. Swimmers and divers may also need to beware of certain cnidarians because of their powerful stings. Not all cnidarians have stings that are painful to humans, but some do, and some may even be fatal. Some cnidarians, such as jellyfish, are even eaten. Different cnidarian species may also be collected for trade for aquariums and  jewelry. Sources Coulombe, Deborah A. 1984. The Seaside Naturalist. Simon Schuster.Fautin, Daphne G. and Sandra L. Romano. 1997. Cnidaria. Sea anemones, corals, jellyfish, sea pens, hydra. Version 24 April 1997. The Tree of Life Web Project, http://tolweb.org/. Listed Animals. Environmental Conservation Online System, U.S. Fish and Wildlife Service.Petralia, Ronald S., Mark P. Mattson, and Pamela J. Yao. Aging and Longevity in the Simplest Animals and the Quest for Immortality. Ageing Research Reviews 16 (2014): 66-82. Print.Richardson, Anthony J., et al. The Jellyfish Joyride: Causes, Consequences and Management Responses to a More Gelatinous Future. Trends in Ecology Evolution 24.6 (2009): 312–22. Print.Tillman, Patricia, and Dan Siemann. Climate Change Effects and Adaptation Approaches in Marine and Coastal Ecosystems of the North Pacific Landscape Cooperative Region: National Wildlife Association, 2011. Print.University of California Museum of Paleontology. Cnidaria.

Compartir Conjugation in Spanish, Translation, Examples

The Spanish verb compartir  means to share. It is a regular  -ir  verb like  vivir  and  escribir.  Ã‚   The tables below include  compartir  conjugations in the indicative mood (present, preterite, imperfect, future, periphrastic future, and conditional), subjunctive mood (present and past), and imperative mood, as well as other verb forms such as the present and past participles. Compartir Present Indicative Yo comparto I share Yo comparto la comida con mi amiga. T compartes You share T compartes tu habitacin con tu hermano. Usted/l/ella comparte You/he/she shares Ella comparte el carro con su esposo. Nosotros compartimos We share Nosotros compartimos el almuerzo. Vosotros comparts You share Vosotros comparts la ropa. Ustedes/ellos/ellas comparten You/they share Ellos comparten las responsabilidades. Compartir Preterite  Indicative The preterite tense is used to talk about actions that were completed  in the past. It can be translated as the English simple past tense. Yo compart I shared Yo compart la comida con mi amiga. T compartiste You shared T compartiste tu habitacin con tu hermano. Usted/l/ella comparti You/he/she shared Ella comparti el carro con su esposo. Nosotros compartimos We shared Nosotros compartimos el almuerzo. Vosotros compartisteis You shared Vosotros compartisteis la ropa. Ustedes/ellos/ellas compartieron You/they shared Ellos compartieron las responsabilidades. Compartir Imperfect  Indicative The imperfect tense is used to talk about ongoing or habitual actions in the past. It can be translated to English as was sharing or used to share. Yo comparta I used to share Yo comparta la comida con mi amiga. T compartas You used to share T compartas tu habitacin con tu hermano. Usted/l/ella comparta You/he/she used to share Ella comparta el carro con su esposo. Nosotros compartamos We used to share Nosotros compartamos el almuerzo. Vosotros compartais You used to share Vosotros compartais la ropa. Ustedes/ellos/ellas compartan You/they used to share Ellos compartan las responsabilidades. Compartir Future  Indicative Yo compartir I will share Yo compartir la comida con mi amiga. T compartirs You will share T compartirs tu habitacin con tu hermano. Usted/l/ella compartir You/he/she will share Ella compartir el carro con su esposo. Nosotros compartiremos We will share Nosotros compartiremos el almuerzo. Vosotros compartiris You will share Vosotros compartiris la ropa. Ustedes/ellos/ellas compartirn You/they will share Ellos compartirn las responsabilidades. Compartir Periphrastic Future  Indicative The periphrastic future tense is formed with the present indicative conjugation of the verb  ir  (to go) followed by the preposition  a,  and then the infinitive of the verb. Yo voy a compartir I am going to share Yo voy a compartir la comida con mi amiga. T vas a compartir You are going to share T vas a compartir tu habitacin con tu hermano. Usted/l/ella va a compartir You/he/she is going to share Ella va a compartir el carro con su esposo. Nosotros vamos a compartir We are going to share Nosotros vamos a compartir el almuerzo. Vosotros vais a compartir You are going to share Vosotros vais a compartir la ropa. Ustedes/ellos/ellas van a compartir You/they are going to share Ellos van a compartir las responsabilidades. Compartir Conditional  Indicative Yo compartira I would share Yo compartira la comida con mi amiga. T compartiras You would share T compartiras tu habitacin con tu hermano. Usted/l/ella compartira You/he/she would share Ella compartira el carro con su esposo. Nosotros compartiramos We would share Nosotros compartiramos el almuerzo. Vosotros compartirais You would share Vosotros compartirais la ropa. Ustedes/ellos/ellas compartiran You/they would share Ellos compartiran las responsabilidades. Compartir Present Progressive/Gerund Form The present progressive tense is formed with the  present tense conjugation of the verb estar, followed by the  present participle (gerundio  in Spanish). To form the present participle for -ir verbs, you need to add the ending  -iendo. Present Progressive of  Compartir està ¡ compartiendo  She is sharing Ella està ¡ compartiendo  el carro con su esposo. Compartir Past Participle To form the past participle of -ir verbs, you need to add the ending -ido. The past participle can be used to form compound tenses such as the present perfect.   Present Perfect of  Compartir   ha compartido she has shared   Ella ha compartido el carro con su esposo.   Compartir Present Subjunctive The subjunctive mood is used when a sentence has two different clauses—a main clause and a subordinate clause—where each clause has a different subject. The subjunctive mood is used in the subordinate clause.  To conjugate the subjunctive form, start with the first person singular (yo) present indicative conjugation, drop the ending, and add the subjunctive ending, which for -er and -ir verbs are a, as, a, amos, à ¡is, an. Que yo comparta That I share Hctor quiere que yo comparta la comida con mi amiga. Que t compartas That you share Pap quiere que t compartas tu habitacin con tu hermano. Que usted/l/ella comparta That you/he/she share Liliana quiere que ella comparta el carro con su esposo. Que nosotros compartamos That we share Lisette quiere que nosotros compartamos el almuerzo. Que vosotros compartis That you share Denise quiere que vosotros compartis la ropa. Que ustedes/ellos/ellas compartan That you/they share Mam quiere que ellos compartan las responsabilidades. Compartir Imperfect  Subjunctive There are two forms of the imperfect subjunctive. They are both equally valid. Option 1 Que yo compartiera That I shared Hctor quera que yo compartiera la comida con mi amiga. Que t compartieras That you shared Pap quera que t compartieras tu habitacin con tu hermano. Que usted/l/ella compartiera That you/he/she shared Liliana quera que ella compartiera el carro con su esposo. Que nosotros compartiramos That we shared Lisette quera que nosotros compartiramos el almuerzo. Que vosotros compartierais That you shared Denise quera que vosotros compartierais la ropa. Que ustedes/ellos/ellas compartieran That you/they shared Mam quera que ellos compartieran las responsabilidades. Option 2 Que yo compartiese That I shared Hctor quera que yo compartiese la comida con mi amiga. Que t compartieses That you shared Pap quera que t compartieses tu habitacin con tu hermano. Que usted/l/ella compartiese That you/he/she shared Liliana quera que ella compartiese el carro con su esposo. Que nosotros compartisemos That we shared Lisette quera que nosotros compartisemos el almuerzo. Que vosotros compartieseis That you shared Denise quera que vosotros compartieseis la ropa. Que ustedes/ellos/ellas compartiese That you/they shared Mam quera que ellos compartiesen las responsabilidades. Compartir Imperative   The imperative mood is used to give direct commands. There are both positive and negative commands, and they have slightly different forms. Remember that there are no imperative forms for  yo,  Ãƒ ©l/ella, or ellos/ellas.   Positive Commands T comparte Share! Comparte tu habitacin con tu hermano! Usted comparta Share! Comparta el carro con su esposo! Nosotros compartamos Lets share! Compartamos el almuerzo! Vosotros compartid Share! Compartid la ropa! Ustedes compartan Share! Compartan las responsabilidades! Negative Commands T no compartas Dont share! No compartas tu habitacin con tu hermano! Usted no comparta Dont share! No comparta el carro con su esposo! Nosotros no compartamos Lets not share! No compartamos el almuerzo! Vosotros no compartis Dont share! No compartis la ropa! Ustedes no compartan Dont share! No compartan las responsabilidades!

Leadership Behavior, Team Effectiveness And Conflict...

Introduction Due to the inception of the study on leadership behavior, team effectiveness and conflict management skills, leaders now have valuable resources available at their fingertips to determine what need be done to create a high-performing team. Unfortunately, often times, leaders miss the point and find themselves with teams ridden in conflict and become stuck, leading to organizational ineffectiveness (Gostick Elton, 2012). Since the workplace today consists of an ever changing, instantaneous environment, it is important that leaders ensure their capability to deal with conflict. As such, the following will discuss research found on leading teams through conflict, including (a) diversity conflict amongst teams; (b) managing†¦show more content†¦Diversity Conflict Due to technological advances, teams have found themselves in a much better place, collaboration-wise, than ever before. Meetings can now be held online, anytime, almost anywhere (Berrey, 2010). Addit ionally, the members of teams have become different, too. There are many more different cultures working together than ever before, including those from different countries that speak numerous languages. Because of all these differences, conflict can occur at any time. It is important leaders and team members learn to deal with these differences and conflicts accordingly in order to maintain or create a high-performing team (Woehr, Arciniega Poling, 2013). Cultural Conflict Common sense tells us that different people with different backgrounds and different perspectives are needed in the workplace; these differences increase team creativity (Stahl Maznevski, 2011). Unfortunately, this creativity can only occur if all the people on the team are on the same page. Often times, with the cultural differences, members will find themselves involved in some sort of conflict (Stahl Maznevski, 2011). An important part of culture is the way in which people, or in this case, members of the team, identify within a group (Stahl Maznevski, 2011). Individualist Cultures are oriented around self and independence, instead of a group mentality; personal goals are valued

Kudler Fine Foods Database Analysis Essay - 1763 Words

Kudler Fine Foods Database Analysis Overview Kudler Fines Foods is a rapidly growing small business located in Southern California. Founded in 1998, Kudler specializes in providing quality gourmet foods to a wide range of customers. When Kudler opened its first store back in 1998, Microsoft Access was chosen as the database platform used to track inventory, orders and customers. While this initially proved to be an adequate solution, it has since outgrown its usefulness. Now with three stores and a fourth due to open soon, a new database management system must be put into place. One of the most detrimental problems with the Microsoft Access database is that it is limited to a file size of only two gigabytes. While this may†¦show more content†¦The Inventory table contains the components that make up an Item. It is used for managing inventory and determining the availability of ingredients that go into prepared items, such as bakery products, etc. Each record in the inventory table is linked to the Item table by the item_id and to the Supplier’s table by the supplier_id. The Item table stores information pertaining to products that may appear on an order. It describes goods that can be purchased from a Store. The Item table is linked to the Inventory table by way of the item_id and to the Order Line table by the item_id field. The Order table is used to record information pertinent to each order placed with a given store. Each order will have one or more entries in the Order Line table associated with it. The Order table is linked to the Order Line table by the store_code and the order_id. It also links to the Customer table via the customer_id field. The Order Line table contains details on items appearing on an order. One or more order lines are associated with each order and each order line references an item being purchased with its description, quantity, price, etc. The Order Line table is linked with the Order table by the order_id and the store_code. It also links to the Item table by the item_id. The Store table retains data for each store location, such as name, address, phone numbers, emergency contacts, etc. TheShow MoreRelatedBsa 310 Kudler Frequent Shopper Program1557 Words   |  7 PagesKudler Fine Foods is a much renowned food store, established at the different locations in California. The main focus of the store is to have ‘profit maximization’ by providing quality products at appropriate prices, in comparison of the competitors. The firm also wants to satisfy its clientele. Through this objective, the store wants to acquire major expansion. It currently wishes to enlarge its services by attaining perfection in the in the operational activities. Kudler also desires to increaseRead MoreKudler Fine Foods Hris Analysis1344 Words   |  6 PagesAbstract Kudler Fine Foods is a specialty food store consisting of a workforce of approximately 17 employees at their administration office, 31 employees at their La Jolla store, 38 employees at their Del Mar store and 38 employees at their Encinitas store, totaling 124 employees (Kudler Fine Foods Intranet). Each location manages their own employees’ information on their own database. This proves to be a problem since all Human Resources and employee information should be managed at the administrativeRead MoreKudler Fine Foods Problem Statement801 Words   |  4 Pagesresearched is how Kudler Fine Foods can improve the success of the business by preparing for possible competition, and streamlining expansion procedures. The sources used are the Kudler Fine Foods Strategic Plan, and The University of Phoenix online databases. Findings suggest that implementing a research and market analysis plan, as well as an effective risk management plan will ensure successful expansion and growth of Kudler Fine Foods. A risk management plan and market analysis of new locationsRead MoreEssay on Kudler Fine Foods Data Table Analysis865 Words   |  4 PagesThe company Kudler Fine Foods supplies the freshest ingredients and the tools enabling their customers to become a gourmet cook. They are a specialized food store with a worldwide selection of vegetables, meats, wines, and cheeses. The stores are owned by Kathy Kudler, and today continue to grow with high expectations offering their customers the convenience of a one-stop shopping experience. Ms. Kudler opened her first store in La Jolla, and after a five-year plan, opened her third store in EncinitasRead MoreDetailed Design Process1733 Words   |  7 PagesDesign Preliminary Design Model [Placeholder] Tradeoff Approach Though an ultimate and extravagant system is desired for Kudler Fine Foods’ Frequent Shopper Program, it is likely that some tradeoffs will have to be made to ensure that the project remains feasible for the company. In designing the Frequent Shopper Program for Kudler Fine Foods, it is important to consider certain tradeoffs of the project, in terms of costs, the schedule of the project, and the performance of the system, regardlessRead MoreInventory Control System Case Study: Kudler Fine Foods1326 Words   |  6 PagesKudler Fine FoodsUniversity of PhoenixSmith Systems Consulting (SSC) has been contracted by Kudler Fine Foods to develop a frequent shopper program. Kudler Fine Foods goal with the frequent shopper program is to develop customer loyalty and penetrate new market shoppers while tracking their behavior. Smith Systems Consulting has been able to design, host, develop, maintain, support and program systems development for their clients since 1984. Smith Systems Co nsulting employs over 350 employees andRead MoreMarketing Focus for Kudler Fine Foods1356 Words   |  6 Pagesfor Kudler Fine Foods Virtual Organization Roslyn Broadhurst BSA/502 July 26, 2010 David Moore Abstract Kudler Fine Foods currently has three locations-La Jolla, Del Mar, and Encinitas-throughout San Diego, with a fourth location possibly in the company’s near future. The company maintains several systems including strategic plan, legal, finance and accounting, sales and marketing, human resources, and operations. This paper is an analysis of the marketing system for Kudler Fine Foods, andRead MoreKulder Fine Foods - Frequent Shopper Program700 Words   |  3 PagesKulder Fine Foods - Frequent Shopper Program Kulder Fine Foods wants to create a frequent shopper program to help their customers by rewarding them, but also wanting them to be protected by malicious entities that might want to do them harm. In developing a Frequent Shopper Program, Kudler ne Foods (hereby known as Johnson) will need to implement, and adhere, to strict policies and guidelines that will protect the patrons that shop at the establishments of Kudler. We can also use different modelingRead MoreKudler Data Table Analysis786 Words   |  4 PagesData Table Analysis-Kudler Fine Foods ACC/542 July 30, 2012 Yasin Dadabhoy Data Table Analysis-Kudler Fine Foods Kudler Fine Foods is a rapidly growing retail company that began in 1998 that uses a Retail Enterprise Management System (REMS) to track customers, inventory, sales and employees. Being that the majority of Kudler’s inventory is perishable its inventory must be consistently tracked. The following brief will evaluate data tables from an accounting perspective, and provide recommendationsRead MoreEco 365 Uop Differentiating Between Market Structures Essay1031 Words   |  5 PagesDifferentiating Between Market Structures ECO365 Kudler Fine Foods is the brain child of Kathy Kudler. She envisioned a one stop gourmet food store and has grown to three locations to date. 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Cohesiveness and Organizational Support †Free Samples to Students

Question: Discuss about the Cohesiveness and Organizational Support. Answer: Introduction Human Resource Management, often abbreviated as, HRM, refers to the management of the human resources. It is designed by the department of HR, in order to maximize the performance of the employees in accordance with the organizations strategic objectives. Its primary objectives are managing the people of the organizations, by focusing on its policies and systems. It is responsible for designing the employee benefits, recruitment, development, training, rewarding and performance appraisals (Al Ariss, Cascio Paauwe, 2014). The report highlights the Expatriate performance of the multinational organizations and how international organizations manage this effectively. Expatriate performance management is practiced in multinational enterprises. There is no such prevalent form, existing for the expatriate performance management. It is strongly influenced by the parent organizations culture. The expatriate performance management consists of seven major activities; linkage to the strategy of the organization, setting of the behavior of individual performance, identifying the variables which is impactful for the performances, appraising the employees performance, providing the employees with regular feedback regarding their performances and the progress towards the organizational goals, providing them with opportunities for growth and improvement and lastly linking of the results with that of rewards (Andresen, Al Ariss Walther, 2012). The report throws light on how the international organizations manage their expatriate performances effectively and efficiently. In addition to this, it includes literature review of the performance management of international employees along with the cross cultural context. Moreover, it discusses about the cultural adjustment, performance criteria and performance feedback. Performance management of International employees The human resource department of any organization must work with their managers, who are responsible for the welfare of the expatriate employees. Together, they must work on the development of critical and professional profile of each and every employee, who all are assigned for an assignment of international domain. The expatriate performance management consists of seven major activities; linkage to the strategy of the organization, setting of the behavior of individual performance, identifying the variables which is impactful for the performances, appraising the employees performance, providing the employees with regular feedback regarding their performances and the progress towards the organizational goals, providing them with opportunities for growth and improvement and lastly linking of the results with that of rewards (Andresen, Bergdolt Dickmann, 2014). The management of the expatriate profile must clearly outline the facts of the companys expectations as well as their productivity standards, which will enhance their profitability and the operations efficiency. Managing expatriate performance is an important part of any corporate strategy. Moreover, it helps in serving several goals of the organization. It also helps in identifying the international employees who have high potential and proves to be beneficial for the company. It facilitates the equitability of reward performance and also segregates the employee needs and demands for the development (Andresen, Bergdolt Margenfeld, 2012). An organization greatly suffers when international projects fail to live up the organizations expectations. It is extremely costly for the image of the organization and its reputation. Companies must emphasize on their importance of appropriate selection of the staff members or the associates for international projects or assignments. A detailed and consistent assessment of the expatriate employees performance and their appraisal for the operations, is very critical for an international projects success (Armstrong Taylor, 2014). The failure or success of the company totally depends on how the employees are working together for the achievement of international assignments. Several issues like the timing and criteria of the performance reviews, the employees raises as well as bonuses are to be discussed accordingly and agreed before the selection and placing of the employees for the assignments takes place. However, appraising the expatriate employees performance is as important as th at of the domestic employees assignments (Awais Bhatti, Mohamed Battour Rageh Ismail, 2013). Each and every international assignment is unique and different in its own self. A common rule for appraising the expatriate workers is that each and every international office must use a unique and different system of appraisals. Employers must keep a check on the system of the appraisals and must not agree on taking a performance appraisal system which was designed for the appraisal of domestic employees. It is the duty of the company to set up different and unique appraisal systems for the international or expatriate employees (Beardwell Thompson, 2014). It should be modified in accordance with the expatriate employees performances based on several criteria, like the environment, task factor as well as personality factors. The company must understand the policies and take under consideration while the assessment of expatriate employees performances takes place. The human resource department of the organization should discuss with the performance managers and outline their apprais als accordingly (Awais Bhatti, Mohamed Battour Rageh Ismail, 2013). Variables impacting the expatriate performance The compensation package: The main focus of the international programs of compensation is to provide the international employees with sufficient amount of wages in order to keep them at a good financial level, at the point of their international projects. They must not lose their ground economically. The compensation package must include the normal salary, in addition to the benefits being offered in the employees home countries. For expatriate employees, the base salary is the primary allowance packages, which includes foreign premium services, living cost allowances, utility and housing allowances, in service benefits as well as pension contributions. It may be paid in local or home currency or in dollar, pound and others (Bratton Gold, 2012). Headquarter Support: The headquarters support is a very important factor. It should extend from the individual expatriate employee to his/her family members. The external context acts as an important determinant for the expatriate employees performances. The contexts differ on the basis of societal, economical, legal, technical, operational and physical factors. Headquarters support plays a bigger role in the expatriates performances. If the expatriate performance is not managed carefully then it may hamper the progress. Employees may suffer from sleep disturbances, anxiety, stress, health disorders and others. Therefore, it is to be taken care and headquarters must fully support in order to enhance their performance levels (Cerdin Brewster, 2014). Cultural Adjustment:Expatriates performances are mediated by the adoption of cross cultural factors. Managers of any organization must be aware of certain skills which are necessary for creating and maintaining a successful and diverse workforce. Firstly, they must take care that none of its employees are facing discrimination and stereotyping. Managers must be aware of its consequences. They must be able to recognize their own cultural prejudices and biasness so that they can work on it. They must change the organizations working procedure when it is necessary. Organizations must be aware of all the tactics to manage workplace diversity in order to have a successful and bright future. They must provide their employees with diversity trainings (Chang, Gong Peng, 2012). Cross cultural context for expatriate performance management Effectiveness of team work completely depends on the way the team members are working in order to achieve a common organizational goal. Efficient team members maintain peace and harmony, while working. Generally, it doesnt happen by accident. Excessive amount of hard work, cooperation, struggle and commitment results into a better team, which is the key to success. A team is only productive when it is committed to a specific goal and the members are able to complete the goal by using their own resources (Collings, 2014). When a team is introduced to the goal, all the team members should come forward and work as an individual unit in order to finish the task. Each and every membershould equally participate in the given task and share their efforts in order to get good results as it is essential for the teams success. Moreover, diverse workforce can be regarded as a reflection of changing marketplace and the world. Cultural diversity helps in introducing high values to the work. Respec ting the differences of every individual proves to be beneficial, which helps in creating competitiveness and increasing the work productivity as well (Deresky, 2017). Quests for the global presence and globalization have led to the expansion of the multinational corporations, into more new market segments with higher returns. The expansion of the markets has led to the increased competition of the talented workers. It has driven employment of increased number of expatriate employees or workers to manage the overseas operations of the businesses. Literature reviews show that the poor performances of job can be a result of poor cross cultural adjustments in the foreign locations. It is therefore, important to ensure that all the corporations are appointing capable candidates or workers for the overseas projects, so that it helps in bringing in a good investment for the multinational organizations (Ghauri Park, 2012). However, due to economic and political situations improvements in Africa and other countries, international corporations view these places as a total new and emerging markets for managing the business operations. Research on these, as such adjustments of expatriate performances, has been taking place for the last two or three decades. Managing cross cultural factors is important as it assists the human resource professionals to plan and implement appropriate programs for the expatriate employees. It also helps to bridge the gaps between the countries and emerging nations. It also contributes to the better understanding of human beings (Harris, 2012). A company with diverse collection of experiences and skills for example; cultural understanding, languages, ethnicity and more, is able to provide services to the customers globally. It helps in enhancing the companys service range, which is beneficial for them. A diverse group of workforce, which feels free to communicate, can provide a wide range of experiences, points of view and skills. It helps the organization to meet the needs of customers and business strategies more adequately. Multinational companies, which encourage diverse workforce, can be an inspiration to all of its associates and encourage them to perform to their best (Hendry, 2012). More effective execution and implementation of business strategies is possible, which in turn results in profitability, return of investment and profit. However, implementing diversity in the policies of the workplace can prove to be a challenge to all the diversity advocates. Based on the results of employees research data and assessmen ts, they must implement and build a strategy to maximize the diversity effects in the organizations workplace. Only diversity training is not enough for the diversity management plan of the organization. Several strategies must be there and it should be implemented to create diversity culture that permeates each and every function and department of the organization (Jehanzeb, Rasheed Rasheed, 2013). Performance Appraisal of international employees Performance appraisal for the international employees is some strategic process which is taken care by the human resource managers of the company. It enables the MNCs or multinational corporations to improve or evaluate the employees continuously. It also takes care of the subsidiary units for its improvement as well as the corporate performances and preset objectives. Effective management helps in creating a system of incentives which ensures the international workers as well as the overseas subsidiaries to work in accordance with the interests of the home company. International performance appraisals are complex because of the asymmetrical information and incongruence of the goals, between parent or home company with its subsidiaries (Jiang et al., 2012). There are various approaches to the international performance appraisals for the multinational companies to choose, and the approaches are mainly affected by the firm specific and host contextual factors. However, the importance o f the international performance appraisals has worldwide recognition and most of the multinational corporations have effectively managed it. It helps in determining the achievement and ability of the workers along with reasonable consistency and accuracy. Moreover, it helps in the identification of the so called obstacles in the path of the top performances (Kersiene Savaneviciene, 2015). The criteria in order to assess the performances of the expatriate workers must be clear, practical, reliable and relevant as well as meaningful. The performance criteria must be based on the workers traits and work profile. The company should focus on his/her quality of work and performances. Moreover, his/her behavior, that is, how he/she behaves in the company, must be taken into account. The performance criteria also depend on the way the worker is treating his/her colleagues or work friends. A companys success depends on its capability in embracing diversity and realizing its benefits (Kraimer, BolinoMead, 2016). The organizations which are able to handle actively multiple issues related to diversity can progress on a long run. It increases adaptability as employees with various backgrounds bring in individual experiences and talents, giving new ideas and sharing different views which help in adapting to customer demands and fluctuating markets. The multinational companies must be able to establish the performance standards of the employees by encouraging them on a daily basis. They must communicate their working standards to the employees to increase their level of performance. Moreover, daily report of the expatriate workers performance must be kept in record and observed by the human resource managers (McEvoy Buller, 2013). However, establishing the performance criteria can be a difficult task altogether. This is due to the major differences in the equitable standards of productivity and international environments, which are applicable for the servicing and manufacturing of subsidiaries of foreign companies. Performance feedbacks and criteria are being best established by combining norms and values of each and every local environment with home offices standards of performances (McNulty, 2013). Individual profile of the countries must be developed and they should take the foreign environment of subsidiaries into account. This particular profile must be used in order to review certain factors which may have an impactful effect on the performances of expatriate employees. Such factors are language, politics, culture, labor relations, government, control, economy and communication. Once these factors affecting the performances of expatriate employees are determined, the message must be circulated among the subsidiaries of the multinational organizations and feedback must be generated on the basis of that (McNulty, De Cieri Hutchings, 2013). Critical and professional profiles of each and every expatriate worker must be compared against the other employees within the country cluster in order to ensure that the performance is properly measured and reviewed. In fact, these criteria are useful for providing the workers with the feedback regarding their performances. It is also used when the individual employees are being appraised in the international assignments (McPhail et al., 2012). Management of the expatriate performances affectively Organizations exist in order to achieve their goals and objectives. The success degree of the individual employees depends on the effectiveness of the organization. The assessment of the individual successful employees attaining or meeting their individual goals or objectives become a very crucial part of the human resource management. Taking the case of multinational organizations, several new and different dimensions come into play. The cross cultural diversity influences the whole process to a huge extent (Min, Magnini Singal, 2013). Moreover, the performance evaluation procedure of the expatriate employees or workers is very much attached with the subsidiaries performances. Multinational organizations are the group of various subsidiaries which collaboratively try to achieve the sustainable and competitive advantages through mutual and supportive goals. The performance evaluation of the individual subsidiaries become a crucial part and this particular subject has to be taken int o consideration while evaluating the expatriate workers performances (Nery-Kjerfve McLean, 2012). The compensation package: The expatriate workers must be provided with several benefits which include the housing allowance as well as relocation assistance. The main focus of the international programs of compensation is to provide the international employees with sufficient amount of wages in order to keep them at a good financial level, at the point of their international projects. They must not lose their ground economically (PengBeamish, 2014). The compensation package must include the normal salary, in addition to the benefits being offered in the employees home countries. For expatriate employees, the base salary is the primary allowance packages, which includes foreign premium services, living cost allowances, utility and housing allowances, in service benefits as well as pension contributions. It may be paid in local or home currency or in dollar, pound and others (Reiche, Mendenhall Stahl, 2016). At times, the parent country nationals receive a premium salary which acts as an inducement to the foreign assignment acceptance or as a compensation to the hardship which is caused due to the transfer. Those payments vary from assignment to assignment, depending on the actual hardship or the tax paid to the governments of the foreign countries and even on the assignments length. Various allowances are offered to the expatriate workers taking the assignments into consideration.It includes living cost allowance which involves the payment of compensation of various expenditures of home country as well as foreign country (Richardson McKenna, 2014). Housing allowance indicates that the expatriate workers must be able to maintain the living standards of their home country. Travel allowances and home leaves are given to them in order to cover all the trip expenses of their travel to the home country, and that is usually once in the year. These trips help the expatriate workers to renew th eir family as well as the business ties. It also avoids adjustment issues and problems. Moreover, education allowances are also given to the expatriate workers children for their education requirement. Education allowances basically includes the items like tuition, books, language classes tuition, uniforms and transportation (Rosenbusch Cseh, 2012). Relocation allowances mainly cover the shipping, moving, temporary living costs and expenses, down payments and other lease related expenses or charges. Various international plans of compensation attempt in protecting the expatriate workers from any kind of consequences related to the taxation. They are allotted with equalization tax plans. In accordance with this plan, the multinational companies help in adjusting the base of the employees income. It is done in order to secure the expatriate workers so that they do not have to pay more tax. The expatriate workers are also allotted with spouse assistance, in order to safeguard the income loss of the expatriates spouse, for relocating abroad (Santosh Muthiah, 2012). Multinational organizations pay spouse allowances to encourage the expatriate employees to undertake the international projects or assignments. The compensation packages of the employees may vary from company to company as well as location to location enormously. It is i mportant to take several factors into consideration, while negotiating a contract of expat. The multinational organizations must keep a check on the employments nature, governing laws as well as jurisdiction and the duration of the contract and termination notice period as well. Therefore, these factors must be taken into consideration while deciding the compensation packages for the expatriate workers or employees. The nature of the employment can be determined on the basis of the local and expatriate employees (Richardson McKenna, 2014). Headquarter Support: As the compensation package, the headquarters support is also plays a very important factor for the betterment of the expatriate employees. It is a necessityfor the home company to extend their support to the expatriate workers. They should also be provided with moral support and courage, mainly at situations, when they are having a tough time in getting accustomed to the working culture of the foreign company. It should extend from the individual expatriate employee to his/her family members. The external context acts as an important determinant for the expatriate employees performances (Santosh Muthiah, 2012). The contexts differ on the basis of societal, economical, legal, technical, operational and physical factors. Headquarters support plays a bigger role in the expatriates performances. If the expatriate performance is not managed carefully then it may hamper the progress. Employees may suffer from sleep disturbances, anxiety, stress, health disorders and others. Therefore, it is to be taken care and headquarters must fully support in order to enhance their performance levels. Moreover, the families of the expatriate employees must also be provided with medical and moral assistance (Shaffer et al., 2012). Headquarters support helps the expatriate workers in making extra money, improving the prospects of their career, establishing their loyaltyfor the organization and also committing to make the international assignment successful. There are various support facilities which the headquarters should provide. Some of them are explained in this part of the report. The headquarters must provide the workers with support for the proper management of practical problems. This can be done by setting up of various policies which would encourage the expatriate workers to work in the culture which is totally new to him (Song, 2014). They must be provided with several opportunities which will enable them to settle and calm down. The organizations culture and working environment must not scare or demotivate the expatriate workers. They should extend their helping hand in order to give the workers their home companys environment. If any expatriate worker is deeply discouraged by the working environmen t, he/she must be provided with timely counselling and psychological therapies. It is to be taken care that the expatriate workers mental as well as physical health is not hampered by the working culture (TohSrinivas, 2012). Expatriate employees or workers works under extreme pressure and at times, there is a possibility of threat regarding their lives. These things need to be taken care by the organizations. An employee is serving for the organization, therefore, the organization is responsible for his/her wellbeing. One of the major challenges in a workplace is the managements discrimination and prejudice. It affects the team effectiveness and work productivity which leads to the companys downfall. Negative behaviors and attitudes that include stereotyping, discrimination and prejudice can be a barrier to the organizational diversity as they harm working relationships and morale (Vaiman,Haslberger Vance, 2015). Such attitudes should never be applied by the managers of any organization for hiring and terminating its employees. Expatriate employees can even take legal actions for this and complain against the manager and the organization as well. Moreover, the manager of any company has loads of respons ibilities in this as it depends on his ability to figure out what is good for his/her organization based on the team work. While creating a successful and diversified workforce, the manager must be able to focus on his/her personal awareness. It is for both, the managers as well as the associates (Vaiman, ScullionCollings, 2012). Cultural Adjustment: A cross cultural or diverse workforce can be regarded as a reflection of changing marketplace and the world. It is responsible for bringing in high values to any organization. Respecting differences of each and every expatriate worker proves to be beneficial at the workplace. It creates competitiveness and increases the work productivity as well (Yeh Hong, 2012). Managing cultural diversity benefits the associates by creating safe and fair environment where each and every employee has the access to opportunities as well as challenges. Proper management tools must be applied or implemented in a culturally diversified workplace to educate the employees about diversity and the issues related to it, including rules and regulations. Most of the workplaces comprise diverse cultures and thus the organizations must learn how and what to adapt in order to have a successful future (Richardson McKenna, 2014). To be very specific, people are no longer confined to a particular place and work in a known environment. They love experiencing different cultures and diversities. They are now becoming a part of a vast and worldwide economy which is competing within a framework. This is the reason why profit as well as non-profit organizations is becoming more and more diversified in order to stay in the competition. Expatriates performances are mediated by the adoption of cross cultural factors (Rosenbusch Cseh, 2012). Managers of any organization must be aware of certain skills which are necessary for creating and maintaining a successful and diverse workforce. Firstly, they must take care that none of its employees are facing discrimination and stereotyping. Managers must be aware of all the consequences. They must be able to recognize their own cultural prejudices and biasness so that they can work on it. They must change the organizations working procedure when it is necessary. Organizations must be aware of all the tactics to manage workplace diversity in order to have a successful and bright future. They must provide their employees with diversity trainings (Reiche, Mendenhall Stahl, 2016). A multinational company with a diverse collection of experiences and skills for example; cultural understanding, languages, ethnicity and more, is able to provide services to the customers globally. It helps in enhancing the companys service range, which is beneficial for them. Moreover, a culturally diverse group of workforce, which feels free to communicate, can provide a wide range of experiences, points of view and skills (Nery-Kjerfve McLean, 2012). It helps the organization to meet the needs of customers and business strategies more adequately. Multinational companies, which encourage diverse workforce, can be an inspiration to all of its associates and encourage them to perform to their best. More effective execution and implementation of business strategies is possible, which in turn results in profitability, return of investment and profit (McNulty, De Cieri Hutchings, 2013). Multinational organizations must have policies and strategies of adjusting or managing the culture. It refers to the multicultural adjustability, multicultural sensitivity, diplomacy, language ability, adaptability, positive attitude, maturity and emotional stability. The international human resource manager must take decisions on the following three major areas; specifying the criteria of the employee performance, identifying properly the appraisers and lastly, deciding the appraisals frequency (Min, Magnini Singal, 2013). Therefore, cultural adjustability must be taken into consideration, in order to provide the expatriate employees with a home company environment, in order to encourage them on a long run. They must be provided with proper assistance to manage the virtual teams, which will in turn enhance their performances (Jehanzeb, Rasheed Rasheed, 2013). Conclusion To conclude, the expatriate employees performance management is considered as a very crucial factor for any multinational organization. It is as major part of the multinational enterprises control system. The factors which outlines the expatriate performances include the compensation package, role and task, support of the headquarters, hosts environmental factors and lastly, the cultural adjustment. Performance management of the expatriate individuals lead to their appraisals in the international organizations. Majority of the multinational enterprises send their employees to the foreign countries in order to work in their branch offices or may be subsidiaries. The expatriate workers allow the parent or home company to control the foreign subsidiaries more closely. This also helps in improving the global coordination. However, the expatriate workers are more paid than the local employees. Their salaries are higher along with various allowances and compensations. 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Native American Genocide Essay Example For Students

Native American Genocide Essay In this paper, I will argue that the act of genocide as here defined, has been committed by the United States of America, upon the tribes and cultures of Native Americans, through mass indoctrination of its youths. Primary support will be drawn from Jorge Noriegas work, American Indian Education in the United States. The paper will then culminate with my personal views on the subject, with ideas of if and how the United States might make reparations to its victims. In lieu of the well known and brutal Indian Wars, there is a means of cultural destruction of Native Americans, which began no later than 1611. This method was one of indoctrination. Methods included the forced removal of children from their cultural milieu and enrollment of these children in educational programs, which were intended to instill more European beliefs. As the United States was not formally a Nation, until 1776, it would not be fair to use evidence, before this year in building a case against it. The most damaging, to the United States, are parcels of evidence that are drawn from events after 1948, the year of the Convention on Genocide. Beginning in 1778, the United States Board of War, a product of the Continental Congress appropriated grants for the purpose of, the maintenance of Indian students at Dartmouth College and the College of New Jersey The young people who had returned from the schools are described by Seneca leader, Cornplanter as, ignorant of every means of living in the Woods, unable to bear either Cold or Hunger, they knew neither how to build a Cabin, take a Deer, or kill an Enemy, they spoke our Language imperfectly, were therefore neither fit for Hunters, Warriors, nor Counselors; they were totally good for nothing (Noriega, 376). Grants given to other schools was just the beginning. In 1820, the United States made plans for a large scale system of boarding and day schools Noriega, 377). These schools were given the mission to, instruct its students in letters, labor and mechanical arts, and morals and Christianity; training many Indian leaders' Noriega, 378). In the case of boarding schools, Native American children would be forcibly stripped from their homes as early as five years old. They would then live sequestered from their families and cultures until the age of seventeen or eighteen (Noriega, 381). In 1886, it was decided, by the United States federal government that Native American tribal groups would no longer be treated as indigenous national governments. The decision was made, not by the conjoint efforts of the Native American tribes and Congress; but, by the powers that be the United States Legal System. This self-ordained power allowed Congress to pass a variety of other laws, directed towards, assimilating, Native Americans, so that they would become a part of mainstream white America (Robbins, 90) By this time the United States Government, had been funding over a dozen distinct agencies, to provide mandatory education to all native children aged six through sixteen. Enrollment was enforced through leverage given by the 1887 General Allotment Act, which made Natives dependent on the Government for Annuities and Rations (Noriega, 382). The practice of indigenous religions by these students was prohibited (Noriega, 380). Students were compelled to undergo daily instruction in Christianity. In addition, only the use of English was accepted within these schools. The food was not sufficiiently nourishinghealth supervision was generally neglectedA sincere effort was made to develop the type of school that would destroy tribal ways (Noriega, 382). While being held captive at these schools, the students were forced to learn an idealism completely foreign to them. Internet Crimes Essay They would study histories, which had no significance to there lives. The books talk to him the student of a world which in no way reminds him of his own, (Noriega, ). This is exactly how the students must have felt; as if they were in another world. To compound .