Job Analysis Essay

The reason for job analysis is to study and evaluate the things that a job is supposed to involve. This is describing exactly what skills are needed to perform the job, and what the exact qualifications are to fill the position. Job analysis is a method needed when the employee need to know the precise function. An example would be that an employee’s duties should be clearly stated. So, a jobs analyst is to observe the employee at his or her current duties. This is also helpful in deciding what the requirements are to perform this job more effectively. As well jobs continue to change so a job analyst n should watch for any changes so that things are kept put o date. The job analyst should therefore be familiar with the job a well as the position. â€Å"The job analysis will lead directly to development of numerous other significant workers (tools): job requirements, job assessment as well as job performance criteria† (Spector, 2008). Today families are shattered, language barriers are high, violence is a standard, and then education which does not get to high a priority. Counselors typically deal with these types of students that have tangible needs, emotional troubles, and behavioral issues. Counselors have an ear for listening; shoulders to cry on and a firm facilitator for regulations are what a school counselor should use. Before becoming a school counselor a person needs to become part of the educational system as a teacher. There are 10 principles that significant according to the Interstate New Teachers Assessment and Support Consortium when reviewing candidates for the position of school counselor. These principle consist of â€Å"learning styles and diversity, motivation and behavior, interpersonal relationships, communication and knowledge, instructional strategies and problem solving, planning for instruction, making content meaningful, assessment, child development and learning theory, and planning for instruction† INTASC, 2008). Many educators, mainly at an elementary age level, have a filled classroom with minimal resources in regards to discipline. It is important to keep a firm control of authority so as to support appropriate learning environment. Behavior is a test demonstrated by students to push more each day in bold new ways. Since these ideas have been said a prospective counselor in education needs to discern and recognize the benefits as well as the risks that are involved. The risks implicated the issues with reluctant and non participating family members with his or her child’s plan for behavioral concerns. The benefits are clear, when a school s filled with enjoyable, interactive programs t is pursued by a renewed sense of elation to from the students. Position Analysis Questionnaire Method The importance of job analysis in education is imperative. A systematic evaluation of a position for a school counselor aids in the supervised development of quality job performance. An Industrial and Organizational Psychologist employ wide range of techniques to perform accurate analysis on all jobs. An example would be functional job analysis, task inventories, job components inventory, and position analysis questionnaire. School counselors at the elementary level are most commonly given the positions analysis questionnaire. Job position for school counselors reflects services, codes, and programs this s found n Chapter 33 of the Texas Educational Code, Title 2 of the Texas Education Agency, or TEA. The basis of employment positions are required skills and the education a person needs to have to apply for a job. Counselors in Texas, has to have a degree n a Masters program with an credited University also have an official teaching certificate from Texas. In addition a people are required to teach a classroom setting for two years or more before an application for the counselor’s certification will be processed. A good score on certification examinations and a national finger print background check will then allow for the person to become an accredited applicant for school counselor (TEA, 2011). In 1996 across the state of Texas the Texas Evaluation Model for Professional School Counselors (TEMPSCO) was implemented. This serves as a form of regular analysis of an all school counselors. It is also pertinent for counselors teaching grades Pre-School -12th grades. It is documented on The School Guidance and Counseling Job Evaluation Form. Eight Domains of Job Performance There are a multitude of sub categories to the eight domains that are observed in the job analysis. This includes certain standards of personal behavior and job performance of the person in this position. All of the standards are provided by the Texas Education Code, Title 2, Public Education, Subtitle F. Curriculum, Programs, and Services: Service Programs nd Extracurricular Activities; Subchapter A; School Counselors and Counseling Programs (TEA, 2011). This requires practicing counselors to assess, arrange and administer developmental programs (including resources in a program and paraprofessionals) designed for other teachers, parents as well as students. Developmental programs need to concentrate on developing decision making, interpersonal effectiveness, self confidence, goal setting, cross cultural effectiveness, planning, communication, responsible behavior, and motivation to achieve (TEA, 2011). Also a school counselor is directed to oversee, review as well as plan guidance programs for students that have â€Å"developmental needs†. These needs are made up of physical disabilities, behavioral disorders, as well as learning disabilities. The addition of students who have disabilities is the essential goal for the TEA. Seen throughout the school district are the continued encouragement of other students and more importantly the parents of the child all through the domain of program management and guidance requirements. A school counselor is suppose to be able to openly counsel the students n a time of emergency, suffering, and other non specified issues. School counselors need to therefore consider many variables and use core concepts that are use n the field of Psychology. TEA advises the counselors to be current on theories and techniques that are believed to be satisfactory to achieve and establish individual, learning, community and occupational development for the students. There is a high standard for professionalism and compliance that counselors are held to. School counselors have to reflect proper moral, ethical, as well as lawful standards of behavior. Indecent use of communications or language and violation of school rules will not be allowed during any time for anyone that is n the educational system. This person is not only an advocate for the school, the students and parents, as well as the entire field of psychology. Reliability and Validity Reality and validity in regards to the job analysis of school counselor has significantly improving in comparison to earlier performed evaluations. The text materials and research carefully provides insight into each category and the requirement for each job position for further review and research. A list of certifications and prerequisite procedures are also listed. Evaluating eight levels of job requirements are: counseling, student assessment, professional standards, rogram management, coordination, guidance, and consulting (TEA, 2011). There are several columns or questions the evaluator has to answer. This is done with a score of 1-5 with each of the eight domain levels. The equivalent of the rating scale reflects the following: 1=unsatisfactory, 2=below, 3= meets the standards. 4=exceeds the standards, and 5= clearly outstanding. If the criteria or standard doesn’t pertain to the applicant during the evaluation NA will also apply. There is also a place on the evaluation to be left blank intentionally that will be used by the evaluator that includes his or her personal information, notes telling strengths additional comments that he or she has for the personnel, as well as areas that need to be worked on. Conclusion Depression, addictions, bipolar disorder, stress, divorce, anger, post traumatic stress disorder, autism, and attention deficit hyperactivity disorder are just a few of the many factors and disorders that a person would receive advice, therapy, and counseling. These disorders and factors affect numerous students and families alike. Therefore there is a need for ethical, compassionate, and competent school counselors are essential. There is also a dramatic difference in the salary based scale and the worth of a job position for school counselors and a professional licensed counselor n private practice. However, the wish to better children’s lives through forms of developmental programs, advocacy for success and psychotherapy, outweigh any financial gain.

Motivations for immigration to American colonies Essay

The first successful colony in America was in Jamestown, Virginia, established 1607. When it was first founded, the colony contained only several hundred people. During the two hundred years that followed the population increased greatly, due in part to massive immigration from the Old World. By 1790 the colony housed a little under four million people. The high rate of immigration stemmed from a number of different motivators, including the peoples’ hope for a better lifestyle than the one they experienced in the Old World, religious zeal, cheaper land and higher wages for manual laborers, and overpopulation in England. Farmers and manual laborers were attracted to America by the prospect of higher wages and lower costs of living. â€Å"Most of these people were of the ‘industrious’ sort–craftsmen, yeomen farmers, and small merchants†¦Ã¢â‚¬  (Document A). Since the New World sought these types of laborers to further the economy and lacked a sufficient number of them, the demand increased, and with it the wages. The cost of living was also lower because the New World was virtually unpopulated and there was a low demand for residence as compared with England; subsequently, the costs were lower. According to William Penn, â€Å"their labor will be worth more than it is in England and their living will be cheaper.† (Document 1). Religious types, especially the Puritans, were drawn to America by the possibility of converting natives and spreading the message and lifestyle that they upheld to others through example. They hoped for â€Å"new souls† to be â€Å"won for God.† (David Cressy article). By establishing what they considered to be an ideal and pious community, these colonizers wanted to build a new home for Christianity, extended from its confines of the Old World. One man who brought people like this to America through his words was John Winthrop, who said that colonization would carry the benefit of â€Å"service to the Lord.† (Document 3). Winthrop was a prominent leader of the English Puritans in their voyage to the Massachusetts Bay to build such a colony. Another motivation for immigration was the hope of a better lifestyle by the settlers. â€Å"Many left depressed†¦regions in search of a new start.† (Document A). Some people felt oppressed by the English government and  wanted freedom from it. Also, many people who were denied the privilege of land ownership in England believed that they could fulfill this wish in the New World. As mentioned before, land was cheaper in America due to a fairly low demand for it, which increased the probability of one being able to own it. Therefore, the possibility of land ownership and a new start was an attraction for the colonizers. Some of the people that emigrated, however, were not actually motivated to do so by the attractions of the New World. Instead, overpopulation in England and pressure from the government pushed them out of the country and into America. Since the pioneers of the colonies wanted them to flourish and needed inhabitants to achieve this goal, the government encouraged unemployed or idle Englishmen to settle there. â€Å"†¦Thousands of Englishmen were forced off the land and unwelcome itinerants became a common sight†¦constituting a problem.† (Document 2). The solution to this problem was to ship the unwelcome men off to America, which is what the government did, and was a partial reason for the population boom. Different people were attracted to the New World for different reasons, such as the wish to own land, better one’s lifestyle, or promote Christianity. These attractions paired with overpopulation in England were the reason that so many people emigrated to colonial America. The new area presented a whole fresh realm of possibilities that England did not offer, and as a result, the unemployed, unhappy and/or restless went there in search of satisfaction and something new. Various literature written by educated men of the period promoted emigration and helped spread the word of these prospects. These reasons are what account for the large number of that people moved to colonial America in the seventeenth century.

Difference Between Slavery and Factory Workers Essay

One of the main things that could be compared between factory workers and slaves is the different working conditions that the two had and how they all suffered. Even though the factory workers were inside a building they suffered a great deal. The early factory system did not share its benefits evenly with every one. The owners grew plump with all the profit that they made, while the workers wasted away. All the workers were forbidden by law to form any type of union that would raise wages. This type of activity was considered to be criminal conspiracy. In the factory the people who were the most vulnerable to exploitation were the children. In 1820 a large portion of the industrial workers were children under the age of ten. These children some times got brutally whipped in special whipping rooms that the factories had. They were also mentally blighted, emotionally starved, and physically stunned. In the year of 1791 in the mill of Samuel Slater the workers consisted of boys and girls all under the age of twelve. The condition of the slave was a little different then the conditions of the factory workers. Majority of the slaves in the south worked in the cotton fields, which in 1840 accounted for half the value of all America exports. The slaves planted and picked all the cotton that formed the foundation of the 19th century, and the southern economy. Now since the slaves were exposed to the elements all the time a large portion of them was wiped out because of sickness and disease. Slavery rooted from racism and economic exploitation. In my opinion to call a factory worker back then a wage slave is a correct term to use for them. They were slaves in a factory. A large number of those workers were children under the age of ten, and some times they got brutally wiped. The workers were not allowed to form a union so obviously they were under paid and over worked.

When You Shouldnt Go Global

Running head: VETTING GLOBALIZATION STRATEGIES When You Shouldn’t Go Global; Vetting Globalization Strategies Table of Contents Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Case Overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 SWOT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Situation Analysis†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 STAB Principles †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Christian Values †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦. 13 Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Executive Summary It has been argued that companies who have experienced some level of failure when trying their hand at cross-border ventures have simply attempted the leap under misguided information. It is argued that such failures are in direct result of inadequately vetting their globalization strategies. We offer an in depth discussion surrounding the globalization issue and the necessary strategies, followed by recommendations we believe could help reduce the prevalence of globalization failures. We open our discussion with a 2008 case study urging the company considering globalization to ask themselves a series of revealing questions. Providing real life examples, we go on to highlight several underlying pressures and challenges often associated with the process of globalization. An analysis of the strengths, weaknesses, opportunities and threats, often associated with a firm who is not prepared for globalization, is performed. The often intimidating global climate and several mixed assumptions surrounding globalization are discussed across a multitude of service industries. We continue by presenting three of Sun Tzu’s principles, as cited in The Art of Business, as we argue ways in which they are instrumental to any successful globalization venture, providing examples of firms who have historically and successfully applied the three principles. Several Christian values and how they are intertwined within the structural framework of a successfully globalized firm mentioned, noting the importance of a functional mission statement and several key characteristics to be explored before attempting the cross-border venture; ensuring global readiness. Finally, we offer several recommendations that we conclude are vital in addressing globalization preparedness, suggesting that with additional research, insight, and after fully vetting the related risks and rewards, the frequency of globalization failures would be significantly reduced. Case Overview Marcus Alexander and Harry Korine (2008), argue that many companies do not take the time to ensure that their globalization strategies were not â€Å"deeply misguided. † Believing that many of these failures could be avoided, Alexander and Korine (2008) recommend the company pondering globalization ask themselves three questions: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? Among the arguments made by Alexander and Korine is that which encompasses the pressures surrounding the globalization process. Alexander and Korine (2008), argue that companies going global in relation to various marketplace pressures are making serious mistakes, subsequently forced to undo their international investments, often involving the firing of senior management teams. Alexander and Korine (2002), offer up examples of failed strategies such as Dutch financial-services firm ABN Amro, Daimler-Chrysler, and AES – a U. S. based energy firm that despite operating in 29 countries on five continents, struggle to bring added value. The authors relate the struggles of deregulated industries to a â€Å"glocal† problem. That is to say that many â€Å"customer expectations, operating environments, and management practices of a globally standard service can vary greatly depending on location,† in example, citing the standardization of electricity flowing over power grids (Alexander & Korine, 2008, p. 107-109). Every industry has its own challenges with globalization. Issues within the service industry, such as Starbucks, for example, have been that profit margins are equivalent to about half of that which can be expected domestically. In the IT industry the protection of intellectual property rights has caused many companies to simply leave countries like India, while the failed integration of Daimler-Benz and Chrysler is a perfect example of a failed globalization strategy in the manufacturing industry (Alexander & Korine, 2008). In discussing some of the strategies that did work, such as GE, and Renault’s alliance with Nissan, Alexander and Korine caution against focusing on these success stories. Stating that that while many companies are planning rapid expansion, they are underestimating the management challenges. Their final point is that the landscape of players is very different than that of the global landscape of 30 years ago. Today’s successful global behemoths, according to Alexander and Korine (2008), are more diversified â€Å"both in type and international footprint. † Meaning, such companies possess a greater diversity in the types of subsidiaries they own and operating in more countries than ever before. SWOT Analysis – When you Shouldn’t Go Global Strengths Reduced financial, political, currency, and exchange risk- Foreign investment involves all of these risks. By refraining from foreign investment we avoid these risks. Simplicity of operations- Setting up and maintaining foreign investments complicate operations. Refraining from going global keeps operations more simple. Protection of intellectual property- It is very difficult to protect intellectual property in foreign countries. By keeping all activities domestic, one is adding a layer of protection to intellectual property rights. Weaknesses Loss of economies-of-scale and economies-of-scope- This according to Alexander and Korine is what is not being fully realized by going global, and therefore may not be that significant of an issue in many industries. Loss of first-mover advantages- Choosing not to go global may mean making the irrevocable choice to give up the first-mover advantage. This is usually a very small window and a one-time opportunity. Foregoing additional revenue sources- For a company that has no additional potential revenue sources domestically, going global may be the only opportunity to gather additional revenue. Foregoing market growth- For companies wishing to expand market reach, the choice to forego going global will limit their market penetration. Opportunities No financial investment- Refraining from foreign financial investment frees-up those funds for investment in domestic activities. No use of other resources- Refraining from going global frees-up all resources (human, etc. ) for use in domestic activities. Threats Loss of market share to competition- Should one’s competition be successful in going global, they may be able to offer similar products at much lower prices thus forcing you out of the market. The competition may also offer superior products at higher prices, and capture the market, via the use of superior technology. Loss of talent to competition- In many fields, such as high tech and engineering, the worldwide competition for talent is fierce. Failure to go global often means failure to secure talent. Loss of learning opportunities- Since globalization can take the form of joint ventures. There is also the threat of the loss of learning from a joint venture partner that should be considered. Situation Analysis Since the seventh century business have possessed the desire to operate internationally however, those considered truly global, did not start appearing until the past century. With growing stories of globalization successes, follow just as many testaments to failures. Despite the growing number of failed attempts the overwhelming pressure to conduct the ultimate border-less business has become increasingly enticing. Most large companies founded 20 years ago feel battered by numerous external forces pushing them towards globalization. Driving forces such as the removal of political and regulatory barriers to global trading and investment and the ability to conduct business 24 hours a day from anywhere in the world, draw these business behemoths one step closer to customers in emerging economies (Alexander &Korine, p. 106). Deanna Julius (1997), lists in her article titled Globalization and Stakeholder Conflicts; a corporate perspective), three primary, macro-level forces, driving the need for change as; how companies are organized, how goods and services are produced and how they are bought by and delivered to customers. Alexander & Korine (2008), mention that while many of the companies that have rushed to globalization have benefited, or at the very least have not suffered irreparable damage, some are witnessing major fallout from the move. The authors suggest that while companies often fail from misguided global strategies and an unanticipated level of execution, they could have avoided such failure by seriously addressing if potential benefits even exist in going global, if their management possess the necessary skills and the most logical one, will the costs of going global outweigh the benefits? Alexander & Korine (2008), argue that most companies fail to ask themselves these questions due to previously held false assumptions regarding the virtues of globalization and seduction from the stock market. As previously mentioned, deregulated industries such as those who provide water, power, and mail service are among those experiencing global failure. Alexander & Korine (2008), suggest that deregulated industries are operating under the misguided assumptions as well. The greatest assumption being that, going global will save them money, given they will be sharing resources across their international operations. When in reality, the costs to enter the foreign markets end up outweighing the assumed benefits (Alexander & Korine, 2008, p. 107). Managerial fads are suggested to undermine rational behavior from within a company, thus resulting in sloppy thinking that distracts management from more imperative tasks associated with global success. Properly servicing global customers from a national perspective contributes too many failures given, much attention must be afforded to a mix or global and local factors simultaneously. Global manufacturing companies are said to fail due in part to the complexities related to the integration tactics necessary grow and compete better, resulting in costly delays and thus failures (Alexander & Korine, 2008, p. 110). STAB Principles Win All without Fighting – Capturing Your Market without Destroying It The goal of business is to survive and prosper over a long period of time. Sun Tzu, author of The Art of War, described the strategy in achieving this long term prosperity as an offensive one in which a company must take all under Heaven intact, â€Å"Thus your troops are not worn out and your gains will be complete (McNeilly, 1996, p. 11). McNeilly (1996), utilizing Sun Tzu’s principles in his book The Art of Business, adds that, by taking all under heaven intact you will capture your marketplace thus ensuring your company’s survival and prosperity. However, your desired markets must be defined as such and nothing less than commitment in achieving market dominance must be displayed (McNeilly, 1996, p. 1). Application of Sun Tzu’s principle, win all without fighting – capturing your market without destroying it, as cited in McNeilly (1996), has been useful to many of today’s leading companies, including global cement producer, CEMEX. Cemex’s CEO Lorenzo Zambrano has applied Sun Tzu’s technique when expanding his cement company in Mexico and abroad. By the year 2000, CEMEX had become the world’s third largest cement company. In Cemex’s quest for market dominance they switched to a strategy of growth through acquisitions. In the late 1980’s large firms were considering expanding their operations into Cemex’s Mexican territory. Realizing the imminent threat CEMEX decided to unify its Mexican operations by acquiring two of Mexico’s large cement producers, affording CEMEX access to Mexico’s central market and bolstering its exporting capabilities, making CEMEX Mexico’s largest cement producer and a threat not to be competed against. While CEMEX won all without fighting, they gained market dominance in Mexico, later fueling their geographic expansion (Ghemawat, 200, p. 155). Deception and Foreknowledge – Maximizing the Power of Market Information Foreknowledge, as described in Sun Tzu’s third strategic principle, is not projecting what will happen in the future, based on past occurrences or merely conducting a trend analysis. Foreknowledge and maximizing the power of market information is to; gain firsthand knowledge of your competitions strengths and weaknesses, know their capabilities, culture and mindset, and obtain a deeper understanding of who their decision makers are and what their future goals and plans are (McNeilly, 1996, p. 0). As Sun Tzu stated in The Art of War, as cited in McNeilly (1996), regarding foreknowledge â€Å"What is called foreknowledge cannot be elicited from spirits, nor from Gods, nor by analogy with past events, nor from calculations. It must be obtained from men who know the enemy situation. † In order for a company to succeed on a global scale not only do the ins and outs of their competition need to be understood and plotted against, they must also know themselves; their own weaknesses, strengths, people and plans as well as the market in which they will be entering. A corporation lacking this level of foreknowledge should reconsider entering global markets until they better know themselves and their competition. Before Wal-Mart swept our nation, Sam Walton gathered vast amounts of information on his competitors, large and small, before he ever brought competition to their territory. In fact, before Wal-Mart took on then behemoth value retailer Kmart, it was the smaller, local mom and pop retailers that were seized up. Walton learned about the smaller retailers value chains and distribution methods, through foreknowledge, he attacked their weakest points, where they could not afford to compete, in costs and deceptfully defeated them where they did not expect it; in their own small, rural towns. Defeating the smaller retailers gained Wal-Mart the necessary market share to then surround urban Kmart. Wal-Mart, knowing that Kmart’s operating costs was on average 5% higher than theirs attacked Kmart at its cost structure, and won. Kmart was just not able to get under Wal-Mart’s five point advantage in operating costs (McNeilly, 1996 p. 25). In 2009, after waiting for a new government with a more ‘hopeful’ political environment and a well paired partnership with local market-savvy grocery retailer, Bharti, Wal-Mart utilizes foreknowledge and deception to enter India’s market. Historically however, Wal-Mart has been unsuccessful in several global markets such as Japan due to their inability to adapt to local markets and tastes (Consumer Goods, 2009). As McNeilly (1996), notes in summary, you must learn everything you can about your competition, not merely the facts, but you must also learn about its culture, market, mindset and capabilities. Possibly additional foreknowledge in these areas could be of great use to Wal-Mart. Character Based Leadership – Providing Effective Leadership in Turbulent Times Character based leadership is not only desirable but it is an attribute than often separates the globally successful firms from the rest. When a company first tries its business hand and people skills at cross-border trading, most of the times are turbulent ones and without effective and transparent leadership, going global can quickly escalate from intimidating to downright terrifying. When we think of character based leaders, often people like Chrysler’s Lee Iacocca, Steve Jobs (Apple), The Snyder family (In-N-Out burger), Dan Cathy (Chick-Fil-A), Eric Schmidt (Google) and Jim Skinner of McDonalds come to mind, but McNeilly (1996) reminds us that not only are leaders of this caliber unique, they can also be hard to find. It is of no coincidence than that we can more readily recall companies operating under less than character based leadership, faster than those with it. Companies like Nike, BP, Exxon (Valdez Oil spill) and even Carl’s Jr’s current CEO Andy Puzder, come to mind. Sun Tzu stated in The Art of War, as cited within McNeilly (1996), â€Å"The general who in advancing does not seek personal fame, and in withdrawing is not concerned with avoiding punishment, but whose only purpose is to protect the people and promote the best interests of his sovereign, is the precious jewel of the state†¦few such to be had. McNeilly (1996) suggests that leaders of this caliber are desirable given they put the needs of others before theirs, they have strong and well developed characters. Becoming such a leader is not easy and will require much sacrifice to: â€Å"Build your character, not just your image; lead with actions, not just words; Share employee’s trials, not just triumph s, motivate emotionally, not just materially, assign clearly defined missions to all, avoiding mission overlap and confusion and the make your strategy drive your organization; not the reverse† (McNeilly, 1996, p. 119). Jim Skinner, CEO for McDonalds and winner of the 2009 CEO of the Year award is greatly admired and willingly followed by his employees around the world and thus a great example of a character based leader attributing to McDonald’s global successes. Skinner, who began his career with McDonald's in 1971 as a grill cook was named CEO in 2004, at a tumultuous time for the company. Skinner acted quickly to turn the company around and in result between 2004 and 2008 McDonald’s revenues climbed 41. 1 percent in four years, and net income jumped by 81 . 3 percent (Top Executive, 2009). The top nominees for CEO of the year are judged by such criteria as; leadership, integrity, ability to outperform and for their commitment to employees. It was no surprise to those who knew and worked with Jim Skinner that he had excelled in every category. After receiving the award, Skinner acknowledged the support his leadership team, along with the entire McDonald's system, stating â€Å"Together, our franchisees, employees and suppliers make up what we call our three-legged stool, we succeed only when all three legs of that stool are strong, aligned and performing at the highest levels† (Top executive, 2009). In closing, Skinner noted that while the challenges of leadership have grown more complex in the multifaceted business climate, holding fast to fundamental principals will serve today's global business leader well (Top Executive, 2009). The character based leader of today’s successful global firm provides effective leadership in turbulent times, Sun Tzu refers to this as ‘moral influence’ stating in The Art of War, as cited within McNeilly (1996), â€Å"By moral influence I mean that which causes people to be in harmony with their leaders, so that they will accompany them in life and unto death without fear of mortal peril. Skinner possesses moral influence among his employees, an important principle that will undoubtedly advance McDonalds in global markets around the world. Christian Values At the minimum, companies poised for global success, will adopt a mission statement. Ideally, these companies will have a statement of values. One organization that is not on ly global, but transnational – World Vision International has a statement of values that serves as moral compass in decision making and strategic planning. It states that WVI’s values are to â€Å"Bring a Christian, community-based, child-focused HIV and AIDS response, reflecting God’s unconditional love for all people and the affirmation of each individual’s dignity and worth† (World Vision International, 2009, p. 2). It is these types of clear statements of vision that removes the guess work from the Christian Business Praxis model. Additionally, companies need to look at the characteristics of their organization and the values their leadership possesses to determine whether or not the decision to global is in the best interest of the organization. Some examples are: Benevolence- For many organizations benevolence is the primary reason for going global. This was certainly the case of bicycle manufactures and APU alumni ACIRFA, who after going on mission to Africa saw a need for transportation and found a way to meet that need. Stewardship- Stakeholder theory, which seems to dominate most modern business decision making, indicates that it is unethical to go global without first considering the impact on all of your stakeholders. Clearly, one’s shareholders are his or her primary stakeholders. However, one must be mindful of the fact the fact that the organization is also the steward of its employees. And, to that end the organization has a duty to plan responsibly and minimize risk to those employees. As such, it is important for organizations to ensure that they are balancing potential profitability with the potential of not serving some of those under their care. Collaboration- This is a particularly useful skill if an organization is considering joint ventures. If, however, the organization has found that that the leadership of the organization or the organization as a whole is particularly weak in this area this is an indicator that a joint venture is not ideal. Integrity- The challenge associated with integrity (assuming that your organization possesses a great deal of integrity) is that one doesn’t know the off-shore partners and vendors one’s organization will be dealing with. New relationships will need to be established, and with that trust will need to be cultivated. Management skill- For every ounce of management skill it takes to manage domestically it takes a pound to manage off-shore. This is because there is an entirely new set of challenges and risks. There are language barriers in many cases. There are currency fluctuations, political risks, supply chain issues, and a whole host of challenges that one may not have realized existed even with extensive due diligence. Passion- The type of passion we are addressing here is the type associated with buy-in. If all members of the executive management team have not bought-in to the idea of going global it is going to be very difficult to have a great deal of success. Leadership must be passionate about going global. They must be excited, and they must be convinced that this is the future of the organization for global efforts to be successful. Preparation- Preparation is the key to success in going global. It may be fine to start out by simply exporting a few items. However, as demand increases, organizations will find that the need for strategic planning and preparation will also increase. Should a company wish to enter into either a joint venture, licensing agreement or build facilities off-shore, extensive due diligence involving outside consultants will be necessary. Zest- As we have suggested, going global is not for the faint-at-heart. Leaders have to be willing to take risks, and moreover leadership should invigorate others. Going global is not an easy task, great planning and preparation are integral. There will be many challenges and many hurdles and in many cases there will be more reasons to quit than stay the course. Therefore, zest is a prerequisite for going global. Recommendations Before making the decision to go global, heed Alexander and Korine’s advice, and ask three questions of your organization: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? The answers to those three questions will give the organization a starting point from which to determine if going global is in the best interest of the organization as a whole. Next, ask the operational questions- Is going global necessary for the growth and/or survival of our organization? Is globalization worth the various risks involved? Can effectively and protect our intellectual property in a cost efficient manner? Will the complications surrounding operations be overwhelming? What do we stand to lose if we don’t go global and if we don’t who within our competition will? What possible ramifications exist at the expense of not going global? Are we losing out on a learning opportunity by not going global? Is there unsecured talent out there that we may miss out on by not going global? Then ask the company, how much the above is worth in terms of opportunity cost? If we don’t utilize our time and resources in going global, how then will we allocate said resources to growth? Then ask your company the values questions- Is going global a responsible and ethical management decision? Can we trust that we will find people of integrity in the global economy to do business with and if so, do we possess the necessary passion and zest to be successful at such as risky cross-border venture? In addition, have we well prepared, and will we continue to be, throughout every step of the process? After asking the above questions we recommend conducting a detailed SWAT analysis where all possible risks and rewards involved with going global are fully vetted, then establish that all Christian perspectives are clear and present and finally, if the decision to go global is made, go forward while applying Sun Tzu’s Art of Business principles. In conclusion, Alexander and Korine (2008), suggest that we should not expect the influx of globalization failures to stop or improve any time soon. Making the valid point that, companies in a variety of industries will continue on in their reckless pursuit of global strategies, activists will continue to cause change and disruption and less than character based leaders will stand behind flawed globalization strategies, all the while, customers will always be demanding select attention. While it is undeniable that globalization is a seductively daunting opportunity with promises of increased power and unlimited benefits looming about the mere thought and that while even the best and brightest leaders, heading up the most well prepared companies may eventually succumb to its pressures, make the cross-border transition and possibly fail at it, keep in mind- sometimes to fail is necessary to succeed. References Alexander, M ; Korine, H. (2008). When You Shouldn’t Go Global. In Bartlett, C. A. ; Beamish, P. W. Transnational Management- Text, cases, and readings in cross-border management. 6thed. p. 105-112). New York: McGraw-Hill Irwin. Consumer goods: Wal-Mart cashes in. (2009). Business India Intelligence, 16(12), 3-4. Retrieved from http://search. proquest. com Fraser, R. (2006). Marketplace Christianity: Discovering the kingdom purposes of the marketplace. 2nd ed. Kansas City: MO: New Grid Publishing. Ghemawat, P. (2000). The Globalization of CEMEX. In Bartle tt, C. A. ; Beamish, P. W. Transnational Management-Texts, cases and readings in cross-border management, 6thed. (p. 146-166). New York: McGraw-Hill Irwin. Julius, D. (1997). Globalization and Stakeholder Conflicts: A corporate perspective. International Affairs (Royal Institute of International Affairs 1944-). Globalization and International Relations (Vol. 73, No. 3, p. 453-468). McNeilly, M. (1996). Sun Tzu and the art of business: Six strategic principles for managers. New York: Oxford University Press. World Vision International. (2009). Global hope initiative annual report 2009. Retrieved from http://wvi. org/wvi/wviweb. nsf/0CF6565756AEA942882575590061CEAC/$file/ Hope_Annual_Report_Exec_Summary_2009. pdf 2009 chief executive of the year. (2009). Chief Executive, (242), 68-70. Retrieved from http://search. proquest. com/docview/212098908? accountid=8459

Summary of Psychiatric Journal Article Example | Topics and Well Written Essays - 500 words

Summary of Psychiatric Journal - Article Example The researchers make an extensive review of the literature on hourly rounds of nurses and seek to apply its positive outcomes to mental healthcare settings as well. The researchers take special efforts to distinguish hourly rounds from frequent checks by the nurses; the latter simply seeks to ensure patient safety while hourly rounds aim at establishing a â€Å"one-to-one verbal interaction to evaluate a patient’s comfort and needs† (Moran et al, 2011, p. 23). The researchers seek to measure the outcome or success of hourly nursing rounds by analyzing patient satisfaction scores, the variance in the number of patient requests at the nurses’ station as well as the number of complaints made by patents (Moran et al, 2011, p. 24).  The pilot study emphasizes that both patients and nurses benefitted from hourly rounds on psychiatric wards. The findings reveal that hourly rounds not only equip nurses to better identify individual problems of patients but also has a d ramatic positive impact on patient satisfaction levels. The article clearly demonstrates how hourly rounds brought about remarkable changes in all pilot units: the overall patient satisfaction improved considerably while there had been a significant decrease in the requests made by patients at the nurses’ stations (Moran et al, 2011, p. 25).  The conclusions are drawn from the pilot study display the positive impact of hourly nursing rounds in mental health inpatient settings. The results of the study show that hourly nursing rounds increase patients’ satisfaction, nurses’ prompt responses to patient requests, and result in greater sharing of nurses’ information about medications† (Moran et al, 2011, p. 26). However, the study also emphasizes that hourly round methods need to vary from unit to unit depending on the needs and requirements of patients.  

Globalization and Local Cultures Research Paper Example | Topics and Well Written Essays - 750 words

Globalization and Local Cultures - Research Paper Example Globalization has led to loss of cultural identity in the traditional society. Globalization has considerably threatened the local heritage because of westernization. The detached cultures are under threat in the contemporary society because of emerging issues of modernization. This is because modernization has fostered the decline of costs. The declining costs alter the experience of societies into a greater incorporation of varied cultural values. For instance, the information flow, increased advancement in technology and reduced communication cost has contributed to a global community. Wilson (2006) argues that the identity developed through the interaction process has become problematic because of ethnicity. The identity constructed in most cases to those people who travel beyond borders or interact through digital technologies contributes to conflicting issues among diverse cultures. The language expansion generates interaction plethora among varied nations in terms of variation s in policymaking, and it manipulates cultural identity.Globalization threatens the feasibility of locally manufactured products. The increased advancement in technology has contributed to cheap labor and high production of commodities that are competitive in the global market. This has threatened the locally manufactured products because globalization offers a welcoming entrance for many customers to access easily products that customers could not otherwise have. For instance, the new foreign products in the market are sold at cheaper prices.

Test runs and pilot experiments on a carbon capture plant Literature review

Test runs and pilot experiments on a carbon capture plant - Literature review Example This project focuses on the physical absorption of carbon dioxide. The objectives of the project are as follows: 1. Understand the basic processes occurring in the plant for separating carbon dioxide from nitrogen 2. Become familiar with the plant (hardware, instrumentation and control systems). 3. Be able to prepare start-up and shut down instructions for operating the plant in a safe and efficient manner, taking into account that during transient conditions chemical plants are less safe than when they operate at steady state. 4. Develop an understanding of the relevant theory behind the operation of the pilot plant, e.g. Use of principles of heat transfer, mass transfer, and gas-liquid equilibrium. 5. Understand the effect of controllable system parameters on plant performance; and how to measure, control, and evaluate performance. Be able to plan a set of relevant experimental runs to collect the required data. 6. Analyse and present experimental data in a clear, concise and coherent form in the form of a brief individual report. 7. Work effectively and efficiently in a group to achieve a complex goal. In order for the success of the entire project, there were safety precautions that had to be adhered to; these are COMPULSORY safety precautions. The emphasis on the safety precautions is because there is a steam present in the plant and there are other potential dangers too, in the Pilot Plant Area. The paper presents the protection had to be worn at all times. ... The emphasis on the safety precautions is because there is a steam present in the plant and there are other potential dangers too, in the Pilot Plant Area. Given, the following protection had to be worn at all times: 1. A white laboratory coat 2. Goggles - may be removed in the control room. 3. A hard hat should be worn in the main areas of the plant. There are a number of pipes that can pose a danger to any exposed head. In addition, there are gantries surrounding the plant where things can fall! 4. A safety shower, situated at the right hand corner, in the main laboratory. This is seen as you enter the pilot plant. 5. Always think ahead; consider your own safety as well as that of others. 6. Must also sign into areas of the main control room. Methods and Materials The pilot plant consists of three absorption columns and one regenerator. The absorption columns are made out of acrylic plastic and have a height of 2.4 m and diameter of 0.1 m. Sampling points for the gas composition an d temperature are located along the sides of each column. Two columns are randomly packed with 16-mm Pall Rings and IMTP#15 and 1 column is packed with 4A Cempak structured packing. The structured packing sections were rotated 90" with respect to each other in the column. The absorption process was carried out in a counter-current mode of operation, whereby the feed gas composed of CO, air enters from the bottom of the column flowing upwards, and the prepared M U solution is pumped to the top of the column and flows downward by gravity. Treated gas exits via the top of the absorber and the rich MEA solution leaves at the bottom. The IMTP #15 and 16-mm Pall Ring packing’s were provided by Norton Chemical Process Products and the