Enhancing team coordination along with Compensation employee relation - Free Essay Example

Human Resource Management plays a key role in driving organizational productivity and hence enhancing profitability. It is highly likely that a better management could have a positive effect on the employee relationship, and indeed it is the sound relationship that drives the inbound communication among the employees of an organisation. The team coordination is a much debated topic for most of the organisations driven by the resilient aspects of human resource development namely compensation and employee relations. The key objectives are to understand and inculcate the coordination skills in a team and hence adhere to the problems and benefits of compensation and employee relations externally as well as internally. In many cases poor team coordination has been a major cause in the lowered productivity of an organisation. There has to be greater knowledge among the employee of an organisation in relation to coordination and hence shifting from being a group into a team. The members of a group work randomly and are not coordinated and their personal interests are prioritized than the group itself. However, unlike a group, a team is coordinated and its members work for to benefit their team and themselves. To instil coordination among employees in an organisation, the Human Resource management formulates some strategies and policies to build a team and look after the benefits of the staff of an organisation. Two of the aspects that greatly add up in building coordination among employees are the compensation and employees relations which brings consistency and transparency to the system, significant to gain trust of the employees. The compensation section of HRM looks into the matters of reassigning work, classifying the employees on the basis of pay, hiring temporarily. It also reflects upon the current market realities to the organisation and formulates bonuses in relation to criterion such as effective performance. The employee relations section is concerned mainly with the working environment that an organisation provides to its employees. Also it is concerned with relations among the top management and their subordinates. (Human Resource Management) The generalised idea of the compensation policies of an organisation is the beginning to better employee relations and to maintain that conduct and synchronisation among the organisation and its HR standards, the departments of compensation and employee relation of HR in a company such as Air Arabia that plays a vita l role. The company has been progressive, thanks to their newer approach that is leading them to profits and expansion giving them strong human capital to implement better HR practices. It is important to understand the company and its business before inspecting its HR policies and employee satisfaction. Thus, it would be better to analyse Air Arabia and understand the strategic management policies and fundamentals followed by the organisation. Then, it would be followed by studying the compensation methods employed and their effect on the employee relations. Team Coordination and HRM The US Coast Guard department conducts a program called the Team Coordination Training which has shown that about 60% of the errors in their functioning involving accidents and mishaps have shaped because of human error and lack of coordination. The reasons mainly included poor judgement, ineffective supervision and inattention. The skill to imbibe team coordination among the employees of an organisation is similar everywhere whether one deals with an organisation or an institution. Better employee relations and compensation policies could prove handy in improving coordination among employees and hence build a group into a team. (Team Coordination Training) The team coordination, organisational structure and human resource management practices are linked to one another and hence an organisations success or growth is directly governed by the balance which is administered because of such coordinated efforts. The various task coordination models which illustrate the market characte ristics are vertical control, horizontal coordination and hybrid coordination. The human resource management is responsible for hiring, compensations, benefits, employee relations etc., and hence formulates policies and strategizes to coordinate the employees of an organisation to enhance productivity and also protect the employees interests. The greater the employee coordination in a team, the more is chances that it would rely on the horizontal coordination i.e., the employee relations and interaction between the top management and sub-ordinates would be better. Also the employees would play a vital role in decision making process. The lesser the employee coordination, the more likely is the vertical control which implies that the top management would be involved in all decision making process and their interaction with the sub-ordinates would be unlikely. Thus, team coordination plays a substantial role in enhancing productivity and bringing up the market value of an org anisation. Hence, it is important to consider compensation and employee relations under HRM as an effective component which could tackle the problem of inconsistency and thus, structure the work environment. (T Kato, 2007) About Air Arabia Air Arabia was incorporated on 3rd February 2003 and began functioning from 28th October 2003. It started out as a Limited Liability company (LLC) and later on, transmuted into a Public Joint Stock company (PJSC). Since, then the organisation has shown tremendous growth in the areas of fleet, employee count, network and profitability. It is in a joint venture with Sharjah Airport which has enhanced its character of on-board products. Recently, a year ago the company began its operations from Casablanca, Morocco, the second hub for the aviation industry and also is interested in setting up a third hub in Egypt. It is regarded as the first of its kind (Low Cost Carrier) to be operating in Middle East and North Africa region. Currently it has a widespread network over 57 destinations which is a remarkable feat considering its start of 5. Aviation Week also rewarded the organisation as top Low Cost Airline of 2009 for its resistance to recession and persistent growth. The company al so has strong stand on the Dubai Financial Market, thanks to its large base of local and international investors. (Air Arabia Know us) Vision and Mission of Company The vision of the company is to be a leading budget airline in the world arena. Its vision reveals the purpose and the values of the organization. The company aspires to increase its global dominance in terms of reputation, profit margin, operational excellence, innovation and human capital. The company in the past six years has been pressing hard onto achieve its vision. The past of the company is the story of its success. Its policy of mergers and acquisitions has greatly reflected on its growth programme. The mission of the organization is to change radically the air travel in its limited realm of discourse. It is keen on formulating a business model and approach which caters to the need of its prime audience. The motto of the organization is to offer excellent and efficient services to its leaders, society, passengers and stockholders. The mission of the company greatly highlights its organisational purpose i.e., to be recognised as the best LCC in the world. The aspiration of the organization is not random but highly organized and directional which has shown a constant increase in their profits and the quality of services offered by the company. The organisation has kept the interests of its employees in mind. The company has more than 1000 employees working presently growing rapidly adding to their abundant human capital. The company has been prospering and also shares a keen interest in the corporate social responsibility. It has by far managed to provide affordable air travel and also start the Charity Cloud School which aims at providing better facilities in terms of education and health to the underprivileged people. Such an open step to the development of the society enables trust among its employees towards the organisation. The success of the organisation and huge profits even when hit by recession shows that the organisation is well structured and a hard working human capital. The continuous increasing human capital or employee base is becaus e of sheer success and trust that is being dwelled in the minds of the employees. (airarabia.com Strategy) Governance Practices Air Arabia has been growing steadily and responsibly, thanks to its well-structured, controlled and administered policies and governance. The company supports and follows the international Corporate Governance Standards as guided by the resolution R/32 by Emirate securities and Commodities Authority. The governance is nothing but set of practices a company employs. Air Arabia recognises these practices essential to provide a structured, controlled and directed relationship among its stakeholders and the top management and board of Directors. Such an approach has helped company pursue its objectives and implement policies determined to bring about progress to its current state. The company adheres to the following standards: The practices pursued by the Board of Directors and the top management must be standard and substantial. The objectives and decisions undertaken to fulfil the objectives must be controlled in matters of environment and processes. The agreements re garding transparency and revelation must be strictly followed. The protection of stakeholders is the key to future development. Air Arabia follows certain policies formulated to support the above standards: Code of Ethics Corporate Social Responsibility Related Party Transaction Policy Whistle Blowing Policy Shareholder Communication Policy Share Dealing Policy (Annual Report Air Arabia, 2009) Organizational Chart of Air Arabia HRM in Air Arabia The department of Human Resource in Air Arabia is headed by Rachel Abraham. She had earlier worked for Gulf News as an Assistant Personal and Administrative Manager. After joining Air Arabia in the year 2003, she worked in the company looking into the matters related to company policies, recruitment, performance management, employee relations, compensations and benefits, training and other HR issues. She has an extensive experience of over 10 years in relation with administrative services and human resource management. Since, she is known to have adequate knowledge of the UAE labour laws; the person of her stature is an asset to the organisation. Some of the HRM practices important in relation to team coordination are given below. (Management Team) Compensations and Benefits The compensation is related to wages/salary structure where the salary varies depending upon the designation, commission, merit and bonus availed by an employee. Air Arabia has a large number of employees in variety of designations and some are also paid bonus or commission depending upon the work they are involved in. Some of the many designations an employee at Air Arabia can hold are Performance Engineer, A320 Captain, A320 First Officer, Pilots, Cabin Crew, Cabin Crew Manager, Receptionist, HR Officer, Internal Auditor, HR Manager, Application Developer, Manger Project Implementation and Production and many more. Out of these many factors, let us study the compensation on the basis of designation which would further cover the bonus and incentives availed by an employee. Thus, the compensations and benefits availed by the employees are: Captain Compensations Details of the Fixed Salary received by a Captain working for Air Arabia First Officer Salary/Flying Hrs on type 1000 1000 + 2000 + Basic 15,500 16,500 20,000 Housing allowance 10,200 10,200 10,200 Transportation allowance 2,000 2,000 2,000 Uniform allowance 500 500 500 Total fixed Remuneration 28,200 29,200 32,700 (The Training period or the Internship done by a person who is not a permanent employee would receive the remuneration as specified in the first column corresponding to 1000 hrs.) The wage or pay also varies depending upon the number of flying hours Hours Rate per Hr 1-25 hrs. @ 30 26-50 hrs. @ 60 51-75 hrs. @ 120 76+ hrs. @ 240 (110 credit block hours are equivalent to 84 flying hours) in the flights of day time, 1 credit block hours allowance would be paid per hour in the flights of night time, 1.5 credit block hours allowance would be paid per hour an additional amount is being paid called the duty pay of 10 AED every completed hour of work when an employee is called in off hours, then the employee is compensated with an amount of 280 AED Benefits Education Allowance it is given for the education of children studying in or outside UAE of a working employee. However, the allowances vary as the amount given for a child studying in UAE is AED 100,000 and for one outside is AED 75,000. The applicable age of a child is from 4 to 18. The officers can also have shares of the company worth AED 250,000. However, this is optional. The loyalty is considered a charm in the organisation as every year a bonus is paid to the employee which starts with AED 500 and continues to grow as the services are continued by the employee towards the organisation. Medial insurance is given to the family including three children and wife. The employee is also covered under insurance scheme worth AED 250,000. Bonus is given to the employee depending upon the work pursued by the employee An end of service policy followed in UAE grants the employee an extra sum as ones services are terminated. Annual leave of 45 days and annual ticket s by Air Arabia are given for travel, hence offering beneficial travel allowances. First Officer Compensation Details of the Fixed Salary received by a First Officer working for Air Arabia First Officer Salary/Flying Hrs on type 1000 1000 + 2000 + Basic 15,500 16,500 20,000 Housing allowance 10,200 10,200 10,200 Transportation allowance 2,000 2,000 2,000 Uniform allowance 500 500 500 Total fixed Remuneration 28,200 29,200 32,700 The wage or pay also varies depending upon the number of flying hours Hours Rate per Hr 1-25 hrs. @ 20 26-50 hrs. @ 40 51-75 hrs. @ 80 76+ hrs. @ 160 in the flights of day time, 1 credit block hours allowance would be paid per hour in the flights of night time, 1.5 credit block hours allowance would be paid per hour an additional amount is being paid called the duty pay of 10 AED every completed hour of work when an employee is called in off hours, then the employee is compensated with an amount of 220 AED Benefits Education Allowance it is given for the education of children studying in or outside UAE of a working employee. However, the allowances vary as the amount given for a child studying in UAE is AED 75,000 and for one outside is AED 50,000. The applicable age of a child is from 4 to 18. The officers can also have shares of the company worth AED 150,000. However, this is optional. The loyalty is considered a charm in the organisation as every year a bonus is paid to the employee which starts with AED 350 and continues to grow as the services are continued by the employee towards the organisation. Medial insurance is given to the family including three children and wife. The employee is also covered under insurance scheme worth AED 250,000. Bonus is given to the employee depending upon the work pursued by the employee An end of service policy followed in UAE grants the employee an extra sum as ones services are terminated. Annual leave of 45 days and annual tickets by Air Arabia are given for travel, hence offering beneficial travel allowances. Cabin Crew Compensation Details of the Fixed Salary received by a Cabin Crew working for Air Arabia The wage or pay also varies depending upon the number of duty hours in the flights of day time, 1 credit block hours allowance would be paid per hour in the flights of night time, 1.5 credit block hours allowance would be paid per hour Benefits The Medical insurance is given which is only for the employee. Visa expenses are covered by the company for the employee only. The annual leave of 30 days and an annual travel allowance is also given in form of free tickets for the family consisting of spouse and two children. The bonus is given depending upon the performance of the employee. The termination of services covers certain benefits as has been made mandatory by the UAE government. Thus, compensations and benefits vary greatly as the designation changes. There was a noticeable difference in the compensation in terms of bonus and allowances of an employee designated higher to the one designated lower. This is based on the qualification of an employee and the work an employee is supposed to undertake. The benefits also are similar to the compensations with the higher management getting greater benefits than their sub-ordinates. (Careers in Air Arabia) It is however important to note that even the lower le vel employees avail benefits covering their medical and insurance claims and gain bonus on working hard. Thus, the compensation and benefits provided by Air Arabia are at par with the international standards and governance policies formulated by UAE and the company. The compensation is given on the basis of job they do and even the minimal benefits cover the common benefits provided by any aviation industry. Employee Relations The Air Arabia follows an open policy to recruit its employees and does not discriminate among the applicants on any basis. Since, the industry is growing faster than ever; the recruitment process is quite flexible and also attractive for the most talented people of the aviation industry. The rapid development has generated a need for greater number of employees and the success has been to their advantage offering its employees with the best possible resources and benefits. Innovation and enterprise development are the key factors that drive the recruitment process as the company strives for expansion in all parts of the world. The open communication policy followed in the premises of this organisation is dwelling the airline industry with the best people around the globe who are creative and energetic as well. The selection policy does not discriminate the applicant on the basis of race, sex, religion, nationality, spoken language etc., hence the organisation enjoys a rich cultura l and equally diverse. This has helped the company to expand to other areas in the world and indeed extend the charm of globalisation. Recently the company introduced an Online Recruitment System which helped applicants apply for the jobs they considered themselves fit for, which is examined by the company officials later. People who meet the requirement are hired. Thus, the company is enjoying the promising power of information technology as well as making the process of recruitment much faster and robust. (Annual Report Air Arabia, 2009) The figure above show the headcount growths i.e., increase in the number of employees hired over the years. Here the year 6 is 2009. Thus, a company which had begun with few employees and later went on to hire more than 1000 people shows that the growth has been steady and profound. Also, the count of the employees by recruited by the HR department is always up, even though the company faced the worst of the recessions in the year 2008. This shows the faith, trust and the bond of equality that the employees share with the organisation. The company adheres seriously to the problems of its stakeholders and society; this has helped it to establish itself effectively. The internal environment of Air Arabia is rich and primarily focuses on building strong human capital, guided by top management team and providing exclusive benefits to its shareholders. The company is headed by Adel Ali who has been recognised as the Airline CEO of the year 2008 and 2009. This has helped the organisat ion earn high level of transparency in their approach and expand their base. The stakeholders have earned rich dividends of over 10% in the recent years. The employees are sound and offer the company with resilient spectrum of global success making use of cutting edge technologies. The Charity Cloud Project started by the organisation was an effective step in their Corporate Social Responsibility programme. (Annual Report Air Arabia, 2009) Interview with Head of HRM The interview with Rachel Abraham (Head of Human Resource Management), Air Arabia is as follows: Air Arabia has been performing well over the past 6 years and has been profitable in spite of the recession. How has the company managed to do it? The company follows a dynamic business model with a coordinated human capital which helps them to adapt to changing enterprise environment. The strategy of the company was a clear indication of its strategic objectives. Pay less. Fly more was an excellent idea incorporated in the aviation industry. The company since then saw a crucial increase in its profits and revenue generation. It is the first aviation industry to be included in the Dubai Financial Market where it improved on its share price and also provided its stakeholders with dividends of 10% per annum. The company has expanded at a higher rate over the past years and was merely affected by recession, thanks to its lower prices. It is essential to remain on toes all the t ime because of the rapid changes that are seen in Low Cost Carriers. The ability to adapt to changing scenarios has helped the organisation cope up with recession. Thus, the company is well positioned to change or shift gears when required because of its well-structured and administered policies. How would you illustrate the increasing competition in Middle East among the LCCs? We had taken the initial step to introduce to the Arab world with such an alternative back in 2003. Such a compelling business strategy is quite lucrative and hence many of the airline companies have adopted the same but being the first has its advantage. We have had time to expand our reach to the outside world and hence give ourselves a brand name. A better airline needs to improve its technology to cope with the changing world so that it could offer the best services at affordable prices and it must have the resources to implement the technology and run it. The company is in agreement with Airbus to provide 44 A320 aircrafts which gives a clear picture of their success story and spectrum of opportunities waiting to be unleashed. The Air Operators Certificate by Egyptian Civil Aviation Authority has opened a new door to their increasing global reach making Egypt as their new hub. Also, it has proved their worth and highlighted upon the employees who are talented and creative enriching their human capita. Air Arabia Maroc was launched in the recent times. So, hows it going? We had anticipated a market there for the LCC and also served as a passage to connect to the rest of the world. Hence, in terms of opportunities and accomplishments Air Arabia Maroc has been a smart business initiative for us. The other major problem which an organisation faces when going outside ones own country is to find employees and hire the right one. This is because of the cultural differences that might prevail. However this matter was widely sought out in our case as we had already begun t o hire people from all over the world. This gave us flexibility and also a rich culture among our employees. The global initiative taken by us was not wasted as we were prepared to deal with the other part of the world as we dealt with our own people. No out of the box change was required in the policies as they were dynamic enough to replicate to the change. How important team coordination is in your opinion and how have you managed to bring about possible changes in the company policies to reflect upon it? Team coordination is of vital importance for not only the companys sake but also for the overall development of an employee. We take this matter to utmost sincerity and have laid out responsive governance practices to reflect upon it. I am specialised in the HR policies, payrolls, compensation and employee relations etc., hence with a decade old experience I have brought about better compensations and benefits to our employees. The basic benefits and allowance such as trav el, medical, insurance cover, bonus etc., are covered by our company which has helped keep the young and talented minds around interested. To build an organisation is to build its human capital. So how do you bring about this philosophy into Air Arabia and recruit the right people for the job? There are a number of measures we undertake. Thanks to our newer online system of recruitment, the work gets easy and faster. Our employees undergo training before they become part of the company. This training process is more like an internship which helps them learn more about the company, its work and its policies. A person found fit for the job is hired later on as an employee. To keep the people always interested we follow a policy of giving company shares to the employees. Thus they being our stakeholders they are our greatest assets and we hope that their growth is mirrored to the progress of the company and thus we shall be met by the highest level of operational excellence ye t another year. Conclusion The company Air Arabia is a mere 6 years old which is quite less still has shown potential in its field by achieving exceptional feat over the years. By becoming the top performer in LCC for the year 2009, it is all set to beef up its brand name. The company has been exceptionally promising in implementing its business model in and out of UAE. The newer hub in Egypt is all set to connect them to the western countries mainly Europe for the time being. The compensations and benefits provided by the company are at par with the western countries. The rich cultural diversity among its human capital is a reason to cheer for the organisation as it has managed to break the cultural barrier and move further encouraging globalisation and external contacts. The HR department is active and takes care of the policies that govern the organisation. The robust nature of the company and their dynamic approach which offers them greater flexibility is a boon for the employees working for them and is an attractive prospectus for the ones looking for jobs in this area. Thus, Team coordination is important to build among the employees for a long and steady horizontal coordination. The HR policies such as compensation and employee relations have paved way for the same. The employee of today is smart and to attract a talented person to work for ones company requires changes in terms of policies, work environment and flexibility. The Compensation and benefits policy of HR is viable as it measures the employee performance and gives bonus to the deserving candidates. The more important thing to note is that the greater team coordination is helpful in applying sound judgement which is logical based on the available information. Thus, the standards set by an organisation must reflect upon the objectives of the company which must be well structured and governed. (Compensation Strategy)

Biology Essay

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The Coat Of Arms Critical Thinking, Cultural Competency,...

Nursing is a profession that has gone through many changes over the centuries. Though it originated as the subservient partner to the medical profession, nurses have slowly gained autonomy and have come into their own as a respected profession. The fluidity of this ever-changing profession is integral to its make-up, but equally integral is its stability. This coat of arms attempts to illustrate these contrasting images of nursing, by using thoughtful analogies. Some of these analogies are related to nature and the environment, which is quite fitting due to how deeply the environment is intertwined with the practice of nursing. These next four pages will delve further into the meaning behind the four tenets of nursing featured on the coat of arms: Critical thinking, cultural competency, upstream thinking, and equity. They will also describe how my own views on the profession have changed since the fall. It is important to address the general design of the coat of arms before focusing on each individual symbol. A tree was carefully selected to house the four different tenets, as it is representative of the contrasting images of the nursing profession. The tree is at once stable and fluid: though it experiences drastic and subtle changes seasonally, at its core it remains firm. Its cyclical death and rebirth is contrasted by roots that grow deeper still, connecting it to water and soil. The trunk only grows in stability, and provides support for further growth of branches andShow MoreRelatedBrand Building Blocks96400 Words   |  386 PagesBias Toward Changing Strategies There are sometimes overwhelming internal pressures to change a brand identity and / or its execution while it is still effective, or even before it achieves its potential. The resulting changes can undercut brand equity or prevent it from being established. Most strong brands, such as Marlboro, Volvo and Surf have one characteristic in common - each developed a clear identity that went virtually unchanged for a very long time. The norm is to change, however, andRead MoreCase Studies67624 Words   |  271 Pages(as manifested by its external and internal environments) so that appropriate strategic actions can be recommended in light of the firm’s strategic intent and strategic mission. Strategic actions are taken to develop and then use a firm’s core competencies to select and implement different strategies, including business-level, corporatelevel, acquisition and restructuring, international and cooperative strategies. Thus, appropriate strategic actions help the fir m to survive in the long run as itRead MoreProject Mgmt296381 Words   |  1186 Pagessocial environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 Resource leveling 7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3] 6.5.2.3 Critical chain method Chapter 9 Chapter 10 Reducing Project Duration Leadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and reviewRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesoriginal nightclub only accounted for about 3 per cent of a total turnover, reaching around  £100m per annum. As a mark of the Ministry’s success, in the summer of 2001 venture capitalist company 3i acquired approaching 20 per cent of the Ministry’s equity for  £24m. Palumbo was quoted as saying: ‘With 3i’s support, we are now poised to spread the dance music gospel worldwide.’ In its ‘Rich List 2001’, The Sunday Times estimated Palumbo’s total fortune as  £150m. A spokesman for 3i said: We had obviouslyRead MoreIntroduction to Materials Management169665 Words   |  679 Pagescould probably produce a superior design compared to what either could do alone. †¢ With JIT, the concept of greatly reduced inventory in the process and the need for rapid delivery according to need, the speed of accurate information flow became critical. Formal paper-based systems gave way to electronic data interchange and informal communication methods. The growth of the supply chain concept. As the 1980s gave way to the 1990s, the world continued to change, forcing additional modifications toRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 PagesInformation Technology Platform 170 ̈ CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning up an Information Systems Debacle 177 PART II Applying Information Technology Chapter 5 Enterprise Systems 189 Application Areas 187 189 Critical Concepts 191 Batch Processing versus Online Processing 191 Functional Information Systems Vertical Integration of Systems Distributed Systems 192 Client/Server Systems Virtualization 192 192 193 194 Service-Oriented Architecture

The Land As A Rival Of The Old Testament s Promise Land

Colonist were attracted to New England as a result of reports that depicted the land as a rival of the Old Testament’s promise land. In a nearly ironic set of ecological blunders the colonist would drastically transform the land and the way of life of its native inhabitants. In essence their mercantilist mind set would change the ecology of New England through trade, deforestation, and practices associated with livestock. Upon arrival the colonist began to trade with the Indians. The colonist would supply the Indians with goods such as brass and copper pots in exchange for animal furs. As their relations with the natives continued colonist realized that the Native Americans valued trade goods primarily as a status symbol [1]. This observation may have lean the colonist to begin trading in wampum. Wampum is a strings of white and purple beads which Native Americans commonly traded amongst themselves. The wampum were a symbol of wealth and power [2]. 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Reflection Paper Of Erikson - 1131 Words

Erik Erikson brought new ideas into the psychological community when he developed his eight stages of psychosocial development. Erikson spent time observing people and how they interact with society. As a future educator, Erikson’s theory is going to play a major role in personal choices and choices made for and about future students. This theory has impacted the psychological community, as well as the education community. Erikson moved from Europe to come to the United States of America. As an immigrant, he was looking for his place to fit into the world. Erikson wanted an identity in America, but he soon realized the hard work of pleasing the self while attempting to please society (Douvan, 1996). Voluntarily, he became an outsider to†¦show more content†¦The mother has a significant role in this stage, because she is responsible for the infant’s food and affection. However, if this role is not satisfied by the mother or another person, the sense of mistrust that will develop can follow the infant into adulthood. The second stage is autonomy vs. doubt where the child will start to take actions for themselves. The child will become less dependent from their caregivers and establish a sense of autonomy. Helicopter parents can create a sense of doubt in their children if they do not let them establish their own independence. The third stage is initiative vs. guilt. In this stage, the chi ld is exploring their world and starting to realize who they are becoming. If their natural urges are punished, they could be inhibited later in life. Stage four is industry vs. inferiority, in which the parent influence starts to lessen, and children want to make and create things on their own. Failure and success are big components at this age as the children begin to realize that there are standards in the world for them to meet. The fifth stage is identity vs. role confusion where adolescence start to realize what type of person they want to become. Many people do not make it out of this stage, which results in a confused state of their personal role in the world. The sixth stage is intimacy vs. isolation. This stage is for young adults as they begin to find people to spend theShow MoreRelatedErik Erikson s Psychosocial Development1629 Words   |  7 PagesReflection Paper #4 Erik Erikson’s psychosocial stages theory suggests that people pass through eight distinctive developmental stages as they grow and change throughout their lives. Integrity versus despair is the eighth and final stage of Erikson’s stage theory of psychosocial development. This stage begins at approximately age 60 and ends at death. The crisis represented by this last life stage is integrity versus despair. 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Modernist Styles, Including Cubism, Orphism, and Futurism...

Modernist styles, including Cubism, Orphism, and Futurism challenged the practices of traditional representational art. I will argue that modernist styles including Cubism, Orphism and Futurism did challenge the practices of traditional representational art. While some may argue that that the fact that modern styles were concerned with subject gives doubt to how challenging they really were to representational art I oppose this idea entirely. All art is representational in some way. Rather than a dismissing the concept of representation in art the modernist styles challenged the validity of the external representation, which had previously been the foundation of art, by focussing on conceptual representation. Traditional†¦show more content†¦Initially the search for a new, more truthful pictorial space was found in the introduction of time, the fourth dimension, into space. Around this time in history the concept that space and time where interlinked was suggested by Einstein’s theory of relativity which destroyed the concept that the dimensions of an object were absolute, by demonstrating that they depended on the relative position of the viewer. This abstract concept was portrayed in Cubism through the use of synthesised impressions of an image or space. As you view an image or object, your impression is not static but a moving collection of impressions over time. The use of multiple viewpoints aimed to compress a multiplicity of information gathered from various experiences of an object into one image. This innovation of a truer space is most evidently portrayed by the analytic phase of Cubism. Through the incorporation of the new artistic conventions the fragmentation of form was developed. The intention was to encompass the entire visual experience of an object into one image and through this idea an effective technique of breaking up form into planes and facets which each expressed a sample of visual information. The Cubist works now possessed a shallow pictorial space due to the abandonment of perspective on which these

Business Plan UK Based Restaurant Burger and Shake

Question: Explain the major strategic issues in for the business. Answer: Introduction: Every company operates in the market based on certain specific strategies. These strategies depend greatly on the internal and external factors of the company. The task is to examine the recent trends of business activities and strategies of BHP Billiton. For the same purpose, it is important to understand the internal environment of the company along with the strategies that the company set for their business. An analysis of the internal and external environment of the company will be done along with the strategies planned by the company. Further, issues arising at the time of implementing the strategies will also be analyzed. Company overview: BHP Billiton is one the leading global resource company. The company is greatly committed to business values such as sustainability, integrity, performance, simplicity and accountability as well. The company is one of the largest producers of major commodities such as minerals like coal and uranium other conventional and non-conventional resources of energy such as oil and natural gas. The diversified nature of the business with low expenditure and tier one asset base helps the company in keeping a cash flow in its business. Its strong market position and steady financial position are the main strengths of the company, whereas intense competition and reduction in demand in major market such as China are regarded as the major threats for the country (Billiton.com). Internal environment analysis: Internal environment depends on the resources available for the company to operate in the market. An analysis of these resources is to be done here with context to BHP Billiton. Resources, capabilities and core competencies: Resources are the tangible and the intangible assets that a company has. It is related to both human resource and the materials available for the company. Capabilities are defined as the firms ability to integrate the resources of the firm and achieve the desired objectives. Core competencies are regarded as the values those are derived from the knowledge and not from the things. Since the company is it related to extraction of resources such as copper, bauxite, oil or gas. It does not require any kind of raw material but the main requirement is human labor and thus main resource is Human. The company has been working for a long time and has been operating in various businesses. The ability of carrying out the business activities in combination with the labor skills and raw materials shows core competencies of the company. VRIO: It is the acronym that stands for answering four questions in determining the competitive potential of a company. These are value, rarity, imitability and organization. Value: It is the ability of a company exploits the opportunities and defends against the threats of the market. When a company is not able to confront these situations, the company faces problems (Knott, 2015). In case of BHP Billiton, it can be said that in spite of such competition and threats in the market, the company has been able to tackle the situation. Rarity: Every business requires raw material to carry on with their work. Sometimes, the materials are rare in existence that creates a problem for the business. The materials required for BHP Billiton are not rare in nature but are available easily (Cardeal Antonio, 2012). Imitate: There is no scope for the company to imitate the products. Their job is to extract the minerals from the ore and other conventional or unconventional resources. Organization: The Company is highly organized and it is only on the basis of the organizational structure that the BHP Billiton is a successful company in its sector (Kim, Lee, Shin, 2015). Value Chain: Value chain is done by a company in which the company finds the primary and some supporting activities of the company which help the company to add value to its final product. These are basically done to decline the cost of the product that would ultimately result in increase in differentiation of the product. Checking the level of influence at every step of operation and then working accordingly is what is meant by margin in the value chain. It is one of the strategies undertaken by a company to utilize the most profitable product to improve their business (Antara Chor, 2015). In case of BHP Billiton, it can be said that producing commodities such as iron ore, copper, aluminum ore shows high quality growth opportunities for the company. Billiton gains maximum profit from their resource extracting business than other businesses and thus it can be said that the most valuable business of BHP is this one. Culture: Culture of a company includes its value, mission, beliefs and habits that the company follows in their work culture. Culture of a company makes it distinguished in its operating sector. When a company is supported with good culture, the employees working in the company get a particular platform to conduct their duty (Lestari, Ismail Mansur, 2014). The mission as set out by Billiton is to use the diversification of the business in the market and gains maximum profit. This helps them to attract high caliber people who are more committed to the success of the organization (Adkins et al., 2013). As opined by Schmeck, (2013), that the culture of a business organization is similar to a iceberg floating in the ocean. Just as in an iceberg only one-third part is visible and the rest part is below the water; culture of an organization is similar, some perspectives of the companys culture is visible and the rest remain invisible to others. Success of an organization depends greatly on the hidden culture of a company. BHP Billiton follows a new streamlined corporate structure in their recent expansion in the gulf streams. The company believes in developing the skills and capabilities of the employees. This is the most committed aspect of the company that differentiates it from the other companies (Fullan, 2014). They believe in safe productivity and simplification in their work. Great care are taken for the employees working for the company Safe productivity: Since people have to work under great pressure for the sake of doing their work, it automatically becomes a priority for the company to take care of the employees and the workers. Availability of medical help and other assistance for the workers on site is an initiative from the side of the company. Simplification in work: When there remains simplicity in the work, it also becomes favorable for employees to work for the company. Billiton keeps great focus in making the work for the employees simpler (Giannoni, 2014). The employees are given proper training and skill tests are done at a regular basis just to improve the performance of the employees. Capital discipline: A disciplined capital structure is also followed by the company that makes it a great platform for the employees to work for this company. There has been 10% growth in their current annual production. Regular flow of cash from the various business profiles has helped the company to meet the operation of the company without any kind of hindrance. Strategic issues in the business: The strategy of the company is based on diversification in their commodity, geography and market as well. BHP Billiton believes in satisfying the need of the customers. Their focus remains on quality of product and serving people with proper materials. The company is proud of their unchanged strategy of owning and operating such a big company. Low cost, expandable, diversification in terms of commodity and market gives them the ability to expand their business In the contemporary situation, the company is facing certain strategic issues due to uncertainty of the market situation. There has been continuous decline in demand in the market and on the other hand the cost of the raw materials is increasing. Some of the issues can be highlighted as below: Reduction in unit cost: There has been reduction in per unit labor cost in the market, as a result of which the company faced certain issues in their strategy regarding appointing labors (Siva et al., 2015). Continued optimization has reduced expected share: There has been increase in number of competitors in the market. As a result of which, there has been reduction in the expected market share. Market volatility: The standard return of the products is not up to mark. The expenses that the company is providing in the process of extraction of minerals and other resources are not meeting with the exchange amount received by the company (Harrell, 2015). In case, the company is not able to meet the desired result in their marginal profit. Geopolitical instability: Continuous chaos and instability in the governmental structure is harming the operation of the companies in the market. This creates a great issue in following the strategies set by the company. The above mentioned issues are related to each other and they are acting as the major deficit for the company to operate with better result. Conclusion: It is their capability to work as teams that result in success of their company. Their effort in creating equality and embracing trust and openness among the employees is what makes them capable to hold the position where they are today. It can be said that it is the culture of the organization and the strategies implemented by the company differentiate the company from the other existing companies in the market. Reference list: Adkins, C. L., Samaras, S. A., Gilfillan, S. W., McWee, W. E. (2013). The Relationship between Owner Characteristics, Company Size, and the WorkFamily Culture and Policies of Women Owned Businesses.Journal of Small Business Management,51(2), 196-214. Antrs, P., Chor, D. (2013). Organizing the global value chain.Econometrica,81(6), 2127-2204. BHP Billiton. (2016).Bhpbilliton.com. Retrieved 23 May 2016, fromhttps://www.bhpbilliton.com/ Bhpbilliton.com Available at: www.bhpbilliton.com/ [Retrieved on 20th May 2016] Cardeal, N., Antonio, N. S. (2012). Valuable, rare, inimitable resources and organization (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage?.Cardeal, N., Antnio, (2012), 10159-10170. Fullan, M. (2014).Leading in a culture of change personal action guide and workbook. John Wiley Sons. Giannoni, G. (2014). Alan Mulallys secrets of success at Ford: how changing the corporate culture saved the company.Kindle e-book. Retrieved from amazon. com. Harrell, F. (2015).Regression modeling strategies: with applications to linear models, logistic and ordinal regression, and survival analysis. Springer. Kim, S. C., Lee, J. S., Shin, K. I. (2015). The impact of project management assets on the VRIO characteristics of PM process for competitive advantage.International Journal of Productivity and Quality Management,15(2), 153-168. Knott, P. J. (2015). Does VRIO help managers evaluate a firms resources?.Management Decision,53(8), 1806-1822. Lestari, H., Ismail, R., Mansur, A. (2014, April). Organizational Culture in Manufacturing Company: Study Case of Small and Medium Sized Enterprises in Central Java, Indonesia. InApplied Mechanics and Materials(Vol. 493, pp. 486-491). Ragin, C. C. (2014).The comparative method: Moving beyond qualitative and quantitative strategies. Univ of California Press. Schmeck, R. R. (Ed.). (2013).Learning strategies and learning styles. Springer Science Business Media. Siva Balan, K. C., Swaminathan, B., Hughes, J. D. A., Kasemsap, P., Dasgupta, S., Dutta, O. P., ... Chantrasmi, V. (2015). Farm profitability and value chain management of tomato growers: a case study from India.