Summary of Emechetas The Bride Price :: essays research papers

The Bride Price Buchi Emecheta, the author of The Bride Price, illustrates the life of the Odia family and the hardships they go through together, and on their own. The character who stands out the most, however, is Aku-Nna Odia, the protagonist of the story. Because she is an unmarried teenage girl, life is additionally hard for her. Aside from the difficulties she has because of the death of her father, Aku-Nna is faced with the cultural mission as a female in society to get married so the family can receive a bride price. The author of this fictional story weaves in the theme of male dominance and women?s compliance to men. Life in Nigeria is hard at the time, and Aku-Nna is a character who demonstrates the difficulties of life as a female in this culture. It is clear that men play the dominant gender in Nigerian societies. They are expected to be strong, smart, and powerful. They act as the head of the family as they are the ones who make all the money and decisions. Ezekiel Odia, the father of the Odia family, works a full-time job at the ?Loco Yard.? When he dies, his family is left to fend for themselves. They move back to Ibuza where the mother, Ma Blackie, hopes to find help from her brother-in-law. In this African culture, it is believed that after a husband has died, a woman can no longer take care of herself or her family. ?A fatherless family is a family without a head, a family without shelter, a family without parents, in fact a non-existing family? (28). This statement just further illustrates that men are more important than women in society. In Nigeria, women are inferior to men. They tend to them and do tedious household chores that need to be done. At four o?clock, women work especially hard. ?Four o?clock was the time when all housewives stopped plaiting their hair, when they finished off their gossiping because their men folk would soon be home, hungry, tired, and irritable, so the women would rush to the kitchen to prepare the evening meal? (20). Whatever task men asked their wives to do, women were expected to complete thoroughly. Women were demanded to give birth to healthy males and do household work in society. They were also ?supposed to exhibit more emotion? (30) than men were to express.

Student: Internal Control and Battery Operated Pocket

1. ACCOUNTANCY AND BUSINESS STASTICS Part-I : THEORY & PRACTICE OF AUDITING Min. Pass marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 1. Auditing : Meaning, Objects, Fraud, errors : Book-keeping, Accounting and Auditing; Classification of audits; Planning and procedure of audit; Audit programmes; Auditor's working papers, Test checking; Routine checking. 2. Internal control : meaning, objective and evaluation of internal control; internal check and internal audit; Internal control regarding sales, purchases, assets, liabilities and salaries and wages; vouching. . Verification and valuation of assets and liabilities; Rules laid down in Kingston Cotton Mills Co. Ltd. (1896); Irish Woolen Co. Ltd. (1901); Westminister Road Construction & Engineering Ltd. (1941) and Thomas Gerard and Sons Ltd. (1967). Section-B 1. Audit of sole proprietorship and partnership concerns. Educational institutions, Cinemas, Clubs and Hospitals. 2.Audit of joint stock companies : Appointment, removal and remuneration of company auditor; Audit of share capital, debentures and mangerial remuneration, Audit for the purpose of Statutory Report and Prospectus; Audit of Government Companies with reference to Section 619 to the companies Act, 1956. Section-C 1. Rights, duties and liabilities of an auditor and Rules laid down in London and General Bank Case (1895); Hedley yrne and Co. Ltd. v/s Heller and Partners Ltd. (1863); CIT v/s G. M. Dandekar (1952); Anupam Roy v/s P. K. Mukherjee (1956). 2. Divisible profits including audit of Reserves and Provisions. 3.Audit Reports and Audit Certificates. 4. Investigation : Meaning, objecgtives procedure; Investiation on behalf of perspective purchaser of business, banker and prospective investor. 5. Cost Audit : Meaning, Nature, Objective, Scope and types of cost audit. Book Recommended : 1. B. N. Tondon: ANKEKSHAN 2. T. R; Sharma: ANKEKSHAN 3. S. M. Shukla: ANKEKSHAN 4. Jain, Khandelwal:ANKEKSHAN 5. Spicer & Paglar : Practical Auditing (Indian E d. ) 6. De Paula : Principles of Auditing 7. J. Lancaster : Princi;es and Practice of Auditing. 8. R. G. Williams : Elements of Auditing. 9. Mautz and Sharaf : Philosophy of Auditing. 0. Ronald I. Irish : Auditing. 11. Jagdish Prakash : Auditing. 12. Krinadwala & Krishnadwala : Auditing. Paper-II : OPTIONAL PAPER (ANY ONE TO BE OFFERED) Paper-II (1) : MANAGEMENT ACCOUNTING Min. Pass Marks : 36 3 hrs. duration Max. marks : 100 Section-A 1. Introduction : Meaning of management accounting, conventions of management accounting, organisation of management accounting, functions, responsibilities and qualities of a management accountant, management accounting Vs. traditional accounting, limitations of management accounting. 2. Capital structure : Determinants of capital structure, optimum capital tructure. Basic theory capital structure. 3. Operating and financial leverage. 4. Working Capital : Concept, factors affecting working capital requirements, ascertainment of working caipital requi rements, salient features of Tandon Commitee and Chore Commitee reports. Section-B 5. Financial Analysis : Meaning, nature and importance of financial statements, techniques of financial analysis comparative statements, common size statements, trend analysis, limitations of financial statements analysis. 6. Elementary Ratio Analysis. 7. Cash flow and fund flow Analysis. Section-C 8. Cost of Capital. 9.Capital expenditure decisions, Pay-back period, return on investment, discounted cash flow. 10. Responsibility accounting. 11. Reporting to management. Note : The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless. Books Recommended : 1. Hingorani, Ramnathan and Grewal : Management Accounting. 2. Man Moha & Goyal : Management Accounting. 3. N. K. Kulshreshtha : Theory and Practice of Management Accountancy. 4. P. K. Ghosh : Management Accountancy. 5. S. K. Chakr aborty : Management Accountancy. . N. M. Khandelwal: PRABAMDH LEKHANKAN 7. Agrawal & Agrawal : Management Accountancy (Hindi) 8. S. P. Gupta : Management Accountancy (Hindi) 9. J. Batty : Management Accountancy. 10. Anthony R. N. : Management Accountancy Principles. 11. De-Paula : Managemetn Accountancy Practice. 12. Murphy, M. E. : Managerial Accounting. 13. M. R. Khandelwal: PRABANDH LEKHANKAN Paper-II (2) : ADVANCED COST ACCOUNTING Min. Pass Marks : 36 3 Hrs. duration Max. marks : 100 Section-A 1. Review of Cost Accounting as information system; Concept of costs, Types of costs; Installation of a Costing System. 2.Cost Control as distinct from cost determination; Control over Wastage, scrap, spoilage and defective. 3. By-product and Joint product costing including equivalent units. 4. Cost control Accounts and Integral Accounts. Section-B 5. Marginal Costing : Stock valuation under marginal costing; Absorption costing curve, linear, break even analysis, Break even charts; Differe ntial cost analysis. 6. Cost analysis for management decision making like-Make or Buy; own or lease; repair or replace; now or later; sale of scrap or retain; shut down or continue; expand or contract; dropping or adding a product; suitable product mix. . Pricing decision in special circumstances, like sales below cost, export pricing, dumping and inflation. Section-C 8. Standard Costing : General Principles; setting of standard costs; variance analysis cost; profit and sales variances, presentation of variances. 9. Uniform Costing and Inter firm comparison. 10. Cost Reduction : Meanig; Techniques; Principles and Procedure; Treatment of research and development costs. Note : The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless.Book Recommended : 1. Maheshwari and Mittal: LAAGAT LEKHANKAN: SIDDHANT ANVUM VYAVHAAR 2. Prasad, N. K. : Principles and Practice of Cost Accounting. 3. Bhar, B. K. : Cost Accounting : Methods & Problems. 4. Saxena and Vashistha : Advanced cost Accounts. 5. Ashish K. Bhattacharaya : Principles and Practice of Cost Accounting. 6. Horngren : Cost Accounting : A Managerial Approach. 7. Jain, Narang : Advanced Cost-Accounting. 8. Matz, Curry and Frank : Cost Accounting. 9. Shliling and Zordon : Cost Accounting: Analysis and Control. 10. Nigam , B. M. L. , Sharma : Advanced Cost Accounting. 11.Backer and Jacobson : Cost Accounting. 12. Oswal, Bidawat, Mangal: LAAGAT VISHLESHAN ANVUM LAAGAT NIYANTRAN Paper-II (3) : COST AND MANAGEMENT AUDIT Min. Pass Marks : 36 3 hrs. duration Max. Marks : 100 Section-A 1. Cost Audit : Nature, objects and scope; cost audit leading to other services; cost audit and financial audit. 2. Cost auditor : Qualifications, appointment and engagement; rights, duties and responsibilities – professional and legal – under companies Act, 1956 and Cost and Works Accountants Act, 1959; relationship between statutory financial auditor, cost auditor and internal auditor. 3.Professional ethics and misconduct; special penal provision for cost auditors. Section-B 4. Preparation of the cost audit programme; evaluation of internal control system including material inventrory, capacity utilization management information system and internal audit. 5. Preparation and verification of cost records; cost Accounting Re cords Rules u/s 209 (a) (d) of the companies Act, 1956 (only general knowledge is required); Use of statistical sampling methods. 6. The cost audit reports : Contents of reports as per Cost Audit Records Rules u/s (b) of the Companies Act, 1956; Review of cost audit reports by Government.Section-C 7. Management audit, Meaning, nature and scope, qualities of a management auditor, concept of efficiency audit, proprietary audit and operational audit. 8. Specific areas of management audit involving review of internal control, review of purchasing control, review of s elling and distribution policies and programmes, review of manufacturing operations. 9. Corportate social audit : concept, dimenloy and technique. Note : The candidate shall be permitted to use battery operated pocket calcualtor that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless.Books Recommended : 1. Management Audit. 2. Choudhary D. Management Audit and Cost Audit 3. Ramanathan Cost and Mangement Audit 4. Cona W. L. Management Audit 5. Tikhe J. G. Cost Audit and Management Audit 6. Rose T. G. Cost Audit and Management Audit 7. Kamal Gupta Contemporary Audit Paper-II (4) : BUSINESS STATISTICS Min. Pass Marks : 36 3 Hrs. duration Max. marks : 100 Section-A 1. Analysis of time series : Meaning, components of time series, methdos of measuring trend, seasonal variations and irregular fluctuations. 2.Interpolation and Extrapolation : Meaning, Nilwon's method of Advancing difference, Binomial and Lagsarg's method. Section-B 3. Associ ation of attributes. 4. Theory of probability : Elementary problems based on permutations and combinations, additive and mutiplicative rules. 5. Probability distributions : Binomial, Poisson and Normal distribution. Section-C 6. Sampling : Meaning, Sample of attributes and variables, Test of significance, large samples and small samples, t-test, F-test and chisquare test. 7. Analysis of variance : One way and two way classification, design of experiments. 8. Statistical quality control.Note : The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless. Book Recommended : 1. 2. 3. 4. Mathur, Khandelwal, Gupta: VYAVSAAYIK SAANKHIYAKI NAAGAR: SAANKHIYAKI KE SIDDHANT S. P. Gupta : Statistical Methods. Sancheti & Kapoor : Statistical Methods. Optional Paper-II (5) : COMPUTER APPLICATIONS IN ACCOUNTING Min. Pass Marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 1. I ntroduction of Computers and automated data processing, development of computers, types of computers, hardware and software. . Binary code system; binary arithmetic, words, bytes and bits, introduction to other number system (octal and hexadecimal), computer languages. 3. Introduction to flow charts, flow diagram importance, symbols and their application. Section-B 4. Introduction to BASIC language : characteristics, contants, variables and expressions, READ, PRINT, AND DATA statements. CONTROL statements. 5. Programming in BASIC language-simple programmes. 6. Business applications; Payroll, iventory control, financial accouting and EDP audit. Section-C 7. Introduction to COBOL language- Histroy of COBOL coding format.Structure of a COBOL program, character set, COBOL words, data names and identifiers, laterals, four divisions of COBOL. 8. Procedure, division and basic verb-More, arithmetic verbs, sequence control verbs, input and output verbs, conditional verb. 9. Writing simple CO BOL programmes. Note : 1. There will be three hours of theory and three hours of computer lab work per week. 2. The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless. Books Recommended : 1. 2. 3. 4. 5. 6. 7. 8. Fundamentals of Computers : V.Rajaraman Programming in COBOL : Schaum Series Principles of Auditing : Tandon Selecting the Computer System : Chorafas System Analysis & Data Processing : Subramaniam and Menon Computer Data Processing : Gordon B. Davis Computer and Common Sense : Roger Hund and John Shelly Machine Organisation An Introduction to the : Pflager P. C. Structure and Programming (New York Wiley, 1982) of Computer Systems 9. Fundamentals of Data Structures : Herowitz E. Sahnaj Co. Computer Science Press, 1978 10. Computer Hardare and Organisation : Solam M. E. 11. Fundamental Concept of Programming System : Allaman J. D. 12.COBOL Programming : M. K. Roy and D. Ghosh 13. Computer Programming in COBOL : V. Rajaraman 14. D. O. S. and 6. 2 Companion : Satish Jain Optional Paper-II (6) : TAXATION LAW AND PRACTICE Min. Pass Marks : 36 3 Hrs. duration Section-A Wealth Tax Act and Rules Max. Marks : 100 1. Definitions : Charge of wealth tax and assets subject to such charges; exemptions; valuation of assets, computation of net wealth and wealth tax. 2. Procedure of assessment : Liability to assessment in special cases; appeals; revision and reference, payment and recovery of wealth tax. refunds. Section B Central Sales Tax and Rules : 3.Definitions; Liability of tax on inter-state sales, rates of tax, determination of taxable turnover and sales tax, declaration forms. 4. Registration of dealers; declared goods and restrictions and conditions on sales of such goods; levy and collection of tax; penalities; appeals. Section C Rajasthan Sales Tax Act and Rules : 5. Definitions; incidence of taxtation; exemptions and concessions; re gistration of dealers; computation of taxable turnover and sales tax. 6. Procedure of assessment; liability to assessment in special cases; payment and recovery of tax; offences, penalties and prosecutions; appeals and revisions.Note : 1. There will be three hours of theory and three hours of computer lab work per week. 2. The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 me mories and should be noiseless and cordless. Books Recommended : 3. 4. 5. 6. Chawala and Gupta: DHAKAR ANVUM UPHAAR KAR Bhagwati Prasad : Wealth Tax and Gift Tax Mehrotra & Goyal : Wealth Tax and Gift Tax Chawala, GUpta and Naahar: KENDRIYA ANVUM RAJASTHAN BIKRIKAR 7. Patel and Chaudhary: DHANKAR, UPHAAAR KAR ANVUM NIGAM KAR 8. Patel and Chaudhary: VIKRAY KAR 9. V. K.Singhania : Direct Taxes Paper-I (7) ADVANCED FINANCIAL ACCOUNTING Min. Pass Marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 10. Alteration of share capital a nd internal reconstruction (excluding framing of schemes). 11. Amalgamation, absorption and external reconstruction of companies (exclusing framing of schemes). 12. Liquidation of companies. Section-B 13. Accounts of Holiding companies. Preparation of consolidated fin ancial statements (Excluding inter-company holdings). 14. Accounts of banking companies and general insurance companies. 15. Double accounts system (including accoutns of Electrictiy companies).Section-C 16. Trends in published accounts. 17. Valuation of inventories; AS-2 18. Accounting for agricultural farms and hotels. 19. Indian accounting standards 6 to 12. Note : 20. There will be three hours of theory and three hours of computer lab work per week. 21. The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless. Books Recommended : 22. Publications of the Institute of Chartered Accountants of In dia. i. Trends in Published Accounts. ii.Indian Accounting Standards 1 to 12 23. Pickless : Accountancy 24. Spicer and Peglar : Book-Keeping and Accounts 25. Shukla M. C. & Grewal T. S. : Advanced Accounting. 26. H. Chakravarty : Advanced Accountancy. 27. R. L. Gupta : Advanced Accountancy, Vol-II 28. Jain & Narang : Advanced Accounts. 29. Monga, Sehgal, Ahuja : Advanced Accounts, Vol-II 30. Jain, Khandelwal, Pareek: Advanced Accounts Paper-II (8) : OPERATION RESEARCH Min. Pass Marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 31. Introduction : Quantitative techniques and operation research, methodology and models of O. R. 32.Linear Programming concept, formulation, graphical solution, primal and dual simplex method. 33. Transportation model, assignment models. Section-B 34. Game theory 35. Waiting line models. 36. Simulation Section-C 37. Inventory control techniqes. 38. Network analysis, PERT & CPM, including time-cost trade off. 39. Quantitative decision models : decision ma king under certainty, uncertainty and Risk expected value of perfect information, decision tree. Note : The candidate shall be permitted to use battery operated pocket calcul ator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless.Book Recommended : 40. Mathur, Khandelwal, Gupta: PARINATMAK PRAVIDHIYAAN 41. C. R. Kothari, Vikas : Quantitative Techniques 42. Bonieni, Bierman : Quantitative Methods 43. Kanti Swaroop : Statistical Analysis and Quantitative & Other Techniques. 44. Gupta and Gupta : Operations Research. 45. Ghokaru-Saini: SANKRIYA VIGYAN 46. C. R. Kothari : Operations Research 47. P. K. Gupta & D. S. Hira C. W. : Operation Research 48. Churchaman, R. L. Ackoff & Asnoff : Introduction to Operations Research 49. Mathur, Khandelwal, Gupta, Gupta: Sankriya Vigyan Paper-II (9) : BUSINESS MATHEMATICS Min.Pass marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 50. Arithmetic, geometric and harmonic progressions; compound interest and annuities. 51. Permutations and combinations; binominal theorem for positive integral index only. 52. Graphs and linear inequalities in two variables to determine feasible regions; solution of quadratic equations; relation between roots of a quadratic equation. Section-B 53. Matrics and determinants of a matrix of order upto three only useof matrices in solving simultaneous equations by matrix inversion as well as pivotal reduction method and by use determinants. 4. Linear, quadratic, exponential and logrithmic functions, concepts and determination of break-even point; curve fitting by the method of least square; fitting of linear, quadratic, exponential and logarithmic curves. Section-C 55. Elements of trignometry – (to enable a student to learn Integral Calculus with aid to Trigonometric Rations). Trigonometric Ratios and angles associated with a given angle, addition formulae, multiple and submultiple angles; transformation of sums into products and vice-vers a; definiton of inverse circular function. 56.Elements of differentation, simple application of differential coefficients, maxima and minima of unvariate functions; rules of integration for indefinite and definite integrates, simple application of integration to calculus accounting and business problems. Note : The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memories and should be noiseless and cordless. Book Recommended : 57. Sancheti and Kapoor : Business Mathemtaics. 58. Mehta and Madani : Basic Mathematics for Commerce. 59. S. Saha : Business Mathematics. 60.Brijesh Gupta: VYAVSAAYIK GANIT Paper-II (10) : STOCK MARKET AND SECURITY ANALYSIS Min. Pass Marks : 36 3 Hrs. duration Max. Marks : 100 Section-A 61. Introduction : Meaning, nature and importance of stock market; origin and development of stock market in India; organisation of stock market in India. 62. Function of stock market. Transacti ons of business aspect and forward, speculations and classes of speculations; margin; trading options; hedging, arbitrating; procedure of transfer of shares and bonds; blank transfer. 63. Stock market regulations; Membership; maintenance and audit of their books of account.Securities and Exchange Board of India; its function and control, protections of small investors. Section-B 64. Stock exchanges and new issue market; mechanism of floating new issuesl; listing of securities, underwritng of securities. 65. Types of securities. Fixed and variable, return securities. Equity shares. Debentures – convertrible and non-convertible debentures, warrants, stock options, Government securities. 66. Concept of valuation; Present value. Internal Rate of Return. Holding period yield. 67. Analysis of risk an dreturn on securities. Section-C 68. Fundamental analysis; economic analysis; company analysis; financial and on-financial factors. 69. Technical analysis. 70. Introduction to market e fficiency. Note : The candidate shall be permitted to use battery operated pocket calculator that should not have more than 12 digits, 6 functions and 2 memo ries and should be noiseless and cordless. Book Recommended : 71. Grahum and Dodd : Security Analysis 72. Prasanna Chandra : The Investment 73. Sinha, S. L. N : Investment Managemetn 74. Bhall, V. K. Investment Management 75. Preeti Singh : Investment Management 76. Birston R. J. : The Stock Exchange and Investment Analysis. 77. Dr. Veena : Stock Market in India. 8. Gupta, U. L. : Working of Stock Exchanges in India. Paper-II (11) : APPLICATIONS Min. Pass Marks : 36 QUANTITATIVE METHODS 3 hrs. duration AND THEIR Max. Marks : 100 Section-A Risk Analysis in capital Budgeting. Ration Analysis Liquidity Ratios and Profitability Ratios. Statistical Quality Control : Introduction control charts for process, variable attributes, defects, etc. uses and Applications of S. Q. C. Section-B Vital Statistics. Interpolation and Extrapolation : Newton's method and Newton's method of dividid differences. Analysis of tiem series including exponential smoothing.Section-C A. P. G. P. and H. P. : Simple and direct problems. Probability : Elementary problems based on permutations and computations. Elements of Set Theory : Definition of Set and Sub-sets, number of elements in a set, ways of specifiying a set equality and sub-set unversal set and null set. Basic set operations, Venn Diagrams. Book Recommended : 79. Statistics : Sancheti & Kapoor. 80. Quantitative Techniques : C. R. Kothari. 81. Business Statistics : Mathur, Gupta, Khandelwal. 82. Quantitative Techniques : Sharma, Jain, Pareek. 83. Oswal, Bidawat, Mangal:LAAGAT VISHLESHAN NIYANRAN ANVUM

Essay Sample on Romanticism and Enlightenment Values

Essay Sample on Romanticism and Enlightenment Values Romanticism is not the bastard child of the Enlightenment but its mistress. Discuss with reference to ideas about savage peoples. In this essay on Romanticism I intend to review some of the key ideas from political and economic philosophy and the general themes that characterised the thinking of the two movements. I hope to trace the course of the perception of the ‘other’ from that of the semi-mythical through to the nascent reject of ethnocentricity. I will be focusing particularly on conceptions of the ‘state of nature’ and the development of the comparative methodology. Finally, I intend to argue that the separation of Enlightenment thought from romantic thought is to some extent a false division in the field of political philosophy. The British Enlightenment movement, (the 17th 18th Centuries), was deeply embedded in the political and economic upheavals of the time. The trial and execution of Charles I was an open challenge to the orthodoxy of the divine right of Kings to rule and much of the later political philosophy was to address the form and nature of government. Science and industrialisation were continuing apace, and by the early 1700s Britain would see the first Industrial Revolution. The old feudal order was rapidly giving way to a new capitalist one. While contributors to the body of work produced during the Enlightenment took quite different philosophical positions, it could be said that at the heart of the Enlightenment movement was â€Å"a confidence in science, a daring attempt at new discoveries about the human mind, an opposition to superstition and fanaticism, an emphasis on human nature, a restrained scepticism about traditional views of knowledge and belief, and a mood of reform and critique .† (Hume, 1999, [1748], 10) A few years after the execution of Charles I, Hobbes was to publish Leviathan (1651), his seminal work in which he laid out his blueprint for civil peace. In Leviathan Hobbes examines the foundations and nature of civil society and envisions man emerging from a ‘state of nature’, (the hypothetical condition existing â€Å"if there were no common power able to restrain individuals, no law and no law-enforcement†. (Hobbes, 1968, [1651], 40)). Essentially, Hobbes believed certain aspects of human life would always bring man into conflict with each other, constantly balancing a desire for power with an aversion to death or injury. He thought that men would reason that the best method of self-preservation was peace and that men should be willing to forgo their â€Å"right to all things† on the provision that everyone else does simultaneously. This system is precarious though as men will always seek to recover his devolved powers and use them to his own advantage and to prevent this, these powers must be surrendered to a sovereign. This entire system is predicated on reason and thus the innate ability of man to determine the ‘laws of nature’: â€Å"A LAW OF NATURE (Lex Naturalis,) is a Precept, or general Rule, found out by Reason, by which a man is forbidden to do† (Hobbes, 1968, [1651], 189). Locke published his ‘Two Treatises of Government’ a few years later and the subject matter has much in common with that of Leviathan. Like Hobbes, Locke believed that â€Å"The State of Nature has a Law of Nature to govern it, which obliges everyone† (Locke, 1960, 271). Elsewhere, Locke clarifies his use of ‘reason’: â€Å"Reason therefore here, as contradistinguished to Faith, I take to be the discovery of the Certainty or Probability of such Propositions or Truths, which the Mind arrives at by Deductions made from such Ideas, which it has got by the use of its natural Faculties, viz. by Sensation or Reflection.† (Locke, 1960, 390) However, Locke’s conception of man in the state of nature is markedly more optimistic than that of Hobbes, political society is not responsible for all that is admirable in man, â€Å"for truth and keeping of Faith belongs to Men, as Men, and not as Members of society† (1960, 277) and neither is the state of nature the chaotic, hypothetic state of nature of Hobbes, but instead that situation where one â€Å"Body Politick† has been formed (1960, 277) Hume is often considered a archetypal Enlightenment thinker, however, he struck an enormous blow against the prevailing rationalism, so prevalent in the thought and writing of Hobbes and Locke, â€Å"Many of these philosophers thought that, using reason alone, they could establish the existence and nature of God, identify the most basic entities that comprise the universe, and grasp the eternal truths of morality† (Hume, 1999, [1748], 11). Hume’s argument is strongly empirical, he claims that most knowledge, knowledge of ‘matters of fact’ as opposed to a priori truths such as those of mathematics, comes from our experience and that it is only through our past experience that we believe it to be ‘true’ knowledge. Furthermore, just because we perceive a cause and effect based on our past experience there is nothing that compels this necessary connection in the future (Hume, 1999, [1748], 109). While a fuller exposition of Hume’s writings i s beyond the scope of this essay it is important to note that Locke’s understanding of reason, that which underpinned his entire philosophy, is comprised of intuitive, demonstrative and sensitive forms of knowledge. Thus the exclusive use of reason as a methodology for understanding the world and its laws was effectively challenged by reason. The formative role of past experience and local phenomena was to characterize much of the political and economic philosophy thenceforth, and although much of this thinking was concurrent with Hume’s work, his influence was especially felt on his friend Adam Smith. Specifically, thinkers were both encouraged further in the scientific method, induction rather than deduction. The search for the fundamental laws governing the universe and human behavior continued but empirical and comparative approaches prospered. ‘The Wealth of Nations’ both examines the inter-connectedness and causes of economic phenomena and provides a form of economic manifesto. Smith took a relativist approach to his work, â€Å"he recognized that in aesthetics, as well as in everything else, standards were variable and there was nothing that was ultimately ‘right’.† (MacFarlane, 2000, 84). Smith saw societies as moving though distinct economic phases influenced by their level of resources, government and whether or not they are at war. Like Locke, he saw the preservation of property as a formative factor in civil society, but unlike Locke this was no social contract but, â€Å"Civil government, so far as it is instituted for the security of property, is, in reality, instituted for the defense of the rich against the poor, or of those who have some property against those who have none at all.† (1970 [1776], 610) This kind of environmental determinism is also found in Montesquieu’s writings, he writes extensively on the effect of climate on the character. While his position was certainly not relativist (â€Å"barbaric customs and penitences† (1989, 235)) he strongly embraced the comparative method and prefigured functionalist thought, such as that of Malinowski, by arguing that religious and social phenomena were in part a product of their environment. Rousseau published the ‘social contract’ in 1762, returning to many of themes discussed by Hobbes and Locke a hundred years earlier but from a romantic perspective. By contrast, Rousseau looks not to the civilizing power of pure reason but to emotive forces that can be inculcated into men â€Å"form men if you want to command men.† (1997, 13). Political society is no longer a logical extension of natural law, but â€Å"the social order is a sacred right†¦yet this right does not come from nature; it is therefore founded on conventions† (1997, 41) the social contract ‘substitutes’ â€Å"a partial and moral existence for the independent and physical existence we have all received from nature.† (1997, 69). As Montesquieu had done before him, and Smith would do after, Rousseau believed that environment had an effect on the laws and custom of societies (1997, 74) but Rousseau is possessed of a more relativistic, if not idealistic, perspec tive, â€Å"When, among the happiest people in the world, troops of peasants are seen attending to affairs of State under an oak tree and always acting wisely, can one avoid despising the refinements of other nations which make themselves illustrious and miserable with so much art and mystification?† (1997, 121) The French Revolution, and the shock waves it sent throughout Europe, was considered by some to be the natural result of applied Enlightenment principles. In particular Burke struck out at the â€Å"Empire of light and reason† (1968, [1790], 171), he wrote: â€Å"the pretended rights of these theorists are all extremes; and in proportion as they are metaphysically true, they are morally and politically false.† (1968, [1790], 153) Burke makes an impassioned defense of the merits of tradition and emotive values, â€Å"all your sophisters cannot produce any thing better adapted to preserve a rational and manly freedom than the course that we have pursued, who have chosen our nature rather than our speculations, our breasts rather than our inventions, for the great conservatories and magazines or our rights and privileges.† (1968, [1790], 121). This appeal to the values of emotion and a rejection of the primacy of rationality is characteristic of Romanticism which is echoed throughout the literature and music of the period. However, to view it independently or entirely in opposition to the Enlightenment is fallacious, it is very much a continuation and expansion of some of the key ideas: â€Å"This can be seen with particular clarity in the fundamental schema of the philosophy of history that romanticism shares with the Enlightenment and that precisely though the romantic reaction to the Enlightenment became an unshakable premise: the schema of the conquest of mythos by logos†¦It is supposed to represent progress in the history of the mind, and precisely because romanticism disparages this development, it take over the schema itself as a self-evident truth.† (Gadamer, 1999, 273) As a final point, and to return to the assertion of the essay title, in could be argued that in some ways the analogy of the Romantic Movement to that which is female is particularly appropriate given later structuralist thought. While rationality, science and individuality are associated with the masculine (â€Å"I flatter myself that I love a manly, moral, regulated liberty as well as any gentlemen of that society† (Burke, 1968, [1790], 89), nature, superstition, emotion, the body and the organic conception of social systems are often conflated in western society with the feminine.

Global Supply Management

Global Supply Management As businesses becomes before and more aligned to a completely global mode of operations, many organisations representing a number of disparate industries, including manufacturing, service, public service, social enterprises, NGOs, pharmaceuticals, food service and construction firms now run their businesses using a network of global suppliers.Advertising We will write a custom essay sample on Global Supply Management specifically for you for only $16.05 $11/page Learn More Operating a global supply chain has become a highly efficient means by which a company can boost profitability through streamlining production, reducing labour costs, minimizing the expense of equipment, cutting down on transportation and delivery costs and decreasing transit duration between suppliers, firms and customers (Bloom Kotler 1975; Cook 2011; Edgell, Meister Stamp 2008; Fisher 2011; Lloyd 1996; Porter 1985; Saxena 2010; Stauffer 2003). For the purposes of this paper, a supply chain refers to a group of three or more units, organisations or persons directly concerned with providing, manufacturing or producing the upstream and downstream current of services, information, parts, products or funds from a resource to a client (Cook 2008; Edwards 2006; Kelley Nagel 2007; Porter 1985). The following paper will critically evaluate the strategic rationale for why organisations might choose to use global suppliers from these so-called high risk regions, particularly when there might be less risk in using local supply chains, as well as the impacts that natural phenomenon and political unrest might have upon these types of global logistics and supply chain management strategies. The paper will also offer some strategies as to how to mitigate the impact of instability in the global supply chain. Strategic Rationale Part A of this paper discusses the strategic rationale as to why an organisation might choose to use a global supplier from a high risk region when less risk might be incurred using a supplier closer to home. Logic would dictate that if the home region of a global supplier is undergoing political turmoil through a transition in government leadership, terrorist activity, or if it was recently hit with a major natural disaster such as an earthquake or tsunami, the firm may be best served to move and transfer its interests from a regional supplier to a supplier in a safer part of the world, one in which the government appears stable, no major protests are underway, and where the climate is not prone to hurricanes and the like.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Typically, the first and most logical strategic response to this question is based in cost. Specifically, how much does it cost to move, versus how much does it cost to stay? The answer to this question will also depend on where the company is in terms of setting up its global supply chain, whether at the beginning of the process or well into it, what the function of the particular unit of the global supply chain in the overall upstream and downstream flow of the business is, the level of diversification that already exists within the global supply chain, and how long the company has based its operations in that particular region (Burke Cooper 2008; Cross 2007; Griffin 2008; Giermanski McGhee 2007; Glisson, Milton Jones 2009). Now that recent world events have illuminated the â€Å"inverse relationship between risk and efficiency [and] cast [it] in high relief, supply chain managers realize that they can no longer focus solely on cost reduction- any calculation of a supply chains return on investment must also take customer satisfaction into account† (Stauffer 2003, par. 4). However, cost remains the main driver of business decisions, and where global supply chains are concerned, if a company has already invested millions in a reg ional supply chain, cost becomes the number one factor. A company that has set up a global supplier in a region that was initially stable for many years and has become fractious over time must weigh the cost of moving its operations to a safe zone, and this weighing of costs must be applied to both short term and long term business goals. Similarly, a company that that has set up a global supplier in a region that was recently hit by a natural disaster must weigh the costs of moving its operations as opposed to staying in the affected region and repairing the damaged infrastructure. In global supply chains, it is the â€Å"integration of business processes, not individual functions, that creates value for customers and these processes reach beyond the boundaries of the firm† (Altay Ramirez 2010, p. 59).Advertising We will write a custom essay sample on Global Supply Management specifically for you for only $16.05 $11/page Learn More In this regard, even if the individual function – in this case, the unit of the global supply chain that has been threatened by terrorists or has been hit by a natural disaster – is temporarily out of commission or under threat, the company may decide that the unit fits too well into its overall integrated business model to change. A number of the most successful firms in the world have been operating global supply chains for many years and as such have built up strong networks, strong relationships and strong financial incentives in the global regions where they operate elements of their supply chains. As the leadership of any company can attest, networks, relationships and mutually enhancing financial incentives take years and years to build, and the idea of starting all over in a new region where the company will be one of many competitors bidding on the same parcel of land or negotiating with little or no personal leverage is simply too expensive a proposition to risk for many com panies. Also, strategically speaking, natural disasters tend to be short term problems. While they do cause massive amounts of damage, they do not happen annually; thus, a company may decide that in the long term expenditure, it will be cheaper and more prudent to repair the damaged infrastructure and remain in the region rather than incur the enormous cost of moving operations and setting up operations in a new location. Finally, labour costs continue to factor significantly into the strategic rationale applied when managing a global supply chain. Political unrest may be a small price to pay when faced with a jump in labour costs that will number into the millions for a globally integrated firm. Other strategic factors that may prompt firms to remain in politically unstable regions or regions prone to natural disasters include the degree of skill manifested in the labour force, tax incentives, beneficial rates of currency exchange and the efficiency of transport infrastructure such as ports (Bloom Kotler 1975; Cook 2011; Edgell, Meister Stamp 2008; Fisher 2011; Lloyd 1996).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Risk management is the second element of the strategic rationale, and again, this equates to long term and short term business goals. As Stauffer (2003, par. 7) notes, risk can be seen as the sum of â€Å"frequency times consequencea high-frequency/low-consequence event, such as the regular fluctuation of currency exchange rates [is] similar to a low-frequency/high-consequence event, such as the sinking of a cargo ship laden with critical parts†. However, risk management varies widely from firm to firm, and also varies widely according to industry. An example is the recent earthquake in Japan. As the well-established â€Å"epicenter of high-tech manufacturing,† when the earthquake hit it affected the high tech industry to a much greater degree than other industries, because the vast majority of the major high tech firms use suppliers in Japan as part of their global supply chain (Fisher 2011, par. 2). In addition, depending upon the particular firms tolerance for risk, such â€Å"apparently similar risks can have vastly different qualitative effects† (Stauffer 2003, par. 7). Risk tolerance and risk management will also depend largely on corporate culture, the liquidity of the company, its insurance strategies and capabilities and the type of industry. Most importantly, risk management can be best served by a highly diversified global supply chain (Jà ¼ttner Maklan 2011). One of the ways that companies incur greater risk is through amassing a large portion of its suppliers for one particular part or service in one region (Belzer Swan 2011; Jà ¼ttner Maklan 2011). The ensuing clustering effect of global suppliers all located in one geographic region â€Å"can have serious consequences in the event of a natural disaster or political unrest† (Stauffer 2003, par. 7). Firms that operate global supply chains are well advised to diversify as much as possible. For example, rather than have one part sourced from one region, the firm can have it sourced from two or three regions in different parts of the world. Cost savings can be tweaked via reduced labour costs, tax incentives and currency rates, and the main benefit to global firms is that the â€Å"supply chain can insulate [the company] against shortages and other unpredictable problems† such as natural disasters or terrorism (Fisher 2011. par. 3). Finally, the third element of the strategic rationale is a question of trade-offs. Trade-offs transcend the basic reduce cost at all cost model of global supply chain management. For example, if the trade-off to operating in a region where the labour costs are the lowest in the world means that the company undergoes regular bombings from terrorist groups, the savings in labour costs may be eaten up by the expense of continually repairing or upgrading infrastructure, hiring additional security or implementing costly and complex firewalls and network security protocols. Trade off thinking goes along way toward a dopting a strategic global supply chain policy that allows for flexibility, agility and the constant streamlining of processes while keeping costs reasonable and continuing to increase profitability. Impacts of Natural Phenomena and Political Unrest Part B of this paper discusses some of the impacts that natural phenomena such as tornadoes and tsunamis as well as political unrest might have upon these types of global logistics and supply chain management strategies. The aforementioned definition of global supply chain points to a key component of the successful global supply chain, namely, the â€Å"direct link between the companies in a supply chain† (Altay Ramirez 2010, p. 59). Numerous supply chain management studies indicate that one of the pivotal indicators of success in a global supply chain rests on the realization that a global supply chain represents an assembly of interdependent parties; therefore, coordination and management of the global supply chain must always be a strategic response to the problems that emanate from the inter-reliant units within the chain, and the chain must always be viewed from a holistic perspective (Altay Ramirez 2010; Bakshi Kleindorfer 2009; Claessens Schmukler 2007; Perry 2007; Sarathy 2006). As a cohesive, integrated business unit, direct threats to the supply chain will be felt all the way through it. Thus, it is incumbent upon those responsible for global supply chain management to understand their charges as interconnected entities rather than isolated processes, as this attitude will likely build resiliency within the supply chain and bolster its ability to weather threats from both natural and human disasters (Fisher 2011; Jà ¼ttner Maklan 2011; Sheffi 2001; Stauffer 2003; Suder 2006; Wechsler 2011). The locations of these global suppliers are sometimes found in regions of the world that historically can be prone to the impact of natural phenomenon such as earthquakes, hurricanes or typhoons, flooding , tsunamis, and most recently, political unrest through the removal of traditional government regimes in certain countries as well as ongoing terrorist activities and threats, both real and perceived. Natural phenomena such as wildfires, earthquakes and floods can produce major disturbances in global supply chains, as they impede business operations and reduce the producing capacity of the companies doing business in the region that the natural disaster strikes (Altay Ramirez 2010; Alternate supply: disaster in Japan forces manufacturers to look elsewhere 2011; Belzer Swan 2011; Burke 2005). These regions of the world and the suppliers situated there would arguably present high levels of strategic risk for any organisation choosing to design their supply chain landscapes involving these areas. As Stauffer (2003, par. 2) notes, â€Å"terrorist strikes, political instability in Third World countries, and last years shutdown of West Coast shipping docks- have awakened managers as ne ver before to supply chain risks, some of which had been introduced or heightened by the very actions companies had taken to drive costs out of their supply chains†. Natural disasters have the power to harm or destroy infrastructure, interrupt supply chains and ultimately have an effect upon the profitability of the business as a whole, and natural disasters tend to affect all the elements within an existing supply chain (Altay Ramirez 2010). When a natural disaster occurs, â€Å"gaps in supply chain security hamper the safety and security of freight transport†¦this risk increases the deeper in the hinterland it originates† (Belzer Swan 2011, p. 41). The impact of a natural disaster on a global supply chain will differ according to the type of business as well as the type of natural disaster; therefore, different natural disasters may leave certain supply chains unscathed, whereas others will be completed obliterated. For example, in their 2010 study, Altay and R amirez (2010, p. 60) discovered that â€Å"the damage by windstorms and floods seem to be dramatically different from that of an earthquake, providing evidence against the all-hazards approach†. What the literature appears to be telling supply chain managers is that natural disaster do not come in cookie-cutter parcels that can be easily insured against, planned for or avoided; each one is different, and each one will have a different impact on the supply chain network (Holbrook 2011; Ngoctran 2011). For example, Altay and Ramirez (2010, p. 60) demonstrated that the â€Å"impact of floods on total asset turnover of a firm is dependent on the firms position in the supply chain. We found that while upstream partners enjoy a positive impact, downstream partners have to plan for the opposite†. What this means is that the impact of a natural disaster will be specific and not localized to the region it affects. Rather, the disaster will affect all the links in the chain. Thu s, â€Å"a supply chain-wide mitigation strategy rather than a company-specific one† appears to be the most efficient and pragmatic approach to natural disasters for supply chain managers to adopt (Altay and Ramirez 2010, p. 60). There also appears to be an inverse relationship between the complexity of a given global supply chain and the cost that a natural disaster will exact on the network (Altay Ramirez 2010; Gad-el-Hak 2008; Haight 2003). This is less true of political unrest. Political unrest and terrorism differs significantly from a natural disaster in that the latter tends to happen once, whereas the former can easily become chronic. Political unrest and terrorism can drag on for years, and the costs involved in hiring more security personnel, beefing up web security, hiring the IT expertise necessary to combat cyber terrorists, and repairing equipment or work spaces damaged or destroyed by terrorist activities can bleed the company for years at a time. Political un rest that occurs during a change in leadership can also prove expensive for a company operating a complex global supply chain, particularly if the political regimes are corrupt. In addition, unrest of a politicized religious nature can often lead to additional costs to the company if the new regime demands that employees take time out of their work day for religious activities. Terrorism in particular can have a long term impact on the financial stability of the firm, and this varies from industry to industry; however, as a rule, investment and access to capital tend to wane in politically charged environments (Jà ¼ttner Maklan 2011; Sheffi 2001). This occurs for both logical and emotional reasons. In a region dominated by terrorist activity, investors will fear for their investments more so than in a region where there is no terrorism. Terrorism by nature invokes fear, not simply for financial investment for personal safety as well; therefore, a region dominated by terrorism quic kly becomes a no-fly zone for investors, and this can lead to reduced capital for firms. This in turn affects a firm’s ability to grow. As a result, over time regions where terrorism persists will witness an exodus of many firms, as once the problem of terrorism takes root it quickly becomes chronic and difficult to root out. Global supply chain management involves a delicate touch and a holistic framework. Firms that grow to comprehend the â€Å"depth of their supply chains and critical dependencies† are the firms that tend to succeed over the long term (Fisher 2011, par. 12). Cost, while ultimately the main driver of most major business decisions, cannot be the only consideration in global supply chain management. Where natural disasters and political unrest are concerned, there is no such thing as a one size fits all plan that will insulate a supply chain. Each natural disaster is different and will affect the chain differently. A firm that employs a strategic respo nse to each natural disaster such as building in more suppliers and incorporating both geographic and political diversity among their suppliers will be far more likely to weather the storm. Reference List Altay, N, Ramirez, A 2010, ‘Impact of disasters on firms in different sectors: implications for supply chains’, Journal of Supply Chain Management, vol. 45 no. 4, pp. 59-102. ‘Alternate supply: disaster in Japan forces manufacturers to look elsewhere’, 2011, Industrial Engineer, vol. 10, pp. 5-12. Bakshi, N Kleindorfer, P 2009, ‘Co-opetition and investment for supply-chain resilience’, Production and Operations Management, vol. 18, no. 6, pp. 583–603. Belzer, M Swan, P 2011, ‘Supply chain security: agency theory and port drayage drivers’, Economic and Labour Relations Review, vol. 22 no. 1, pp. 41-55. Bloom, P Kotler, P 1975, ‘Strategies for high market share companies’, Harvard Business Review, November, p p. 63-72. Burke, R 2005, ‘International terrorism and threats to security: implications for organizations and management’, Disaster Prevention and Management, vol. 14 no. 5, pp. 639-643. Burke, R Cooper, C 2008, International terrorism and threats to security: managerial and organizational challenges, Northampton, Massachusetts, Edward Elgar Publishing. Claessens, S Schmukler, S 2007, ‘International financial integration through equity markets: which firms from which countries go global’, Journal of International Money and Finance, vol. 26, pp. 788-813. Cook, T 2008, Managing global supply chains: compliance, security and dealing with terrorism, Boca Raton, Florida, Taylor Francis. Cook, T 2011, Compliance in today’s global supply chain, Boca Raton, Florida, CRC Press. Cross, C 2007, ‘Studies in survival: future supply chains are growing in a laboratory’, Industrial Engineer, August, pp. 44-49. Edgell, J, Meister, G Stamp, N 2008, â €˜Global sourcing trends in 2008’, Strategic Outsourcing: An International Journal, vol. 1 no. 2, pp. 173-180. Edwards, J 2006, ‘Thinking inside the boxes: global supply chains must now address government logistics mandates, a post-9/11 legacy that is only becoming more complex’, CFO, The Magazine for Senior Financial Executives, vol. 8 no. 1, pp. 81-96. Fisher, D 2011, Japan disaster shakes up supply-chain strategies. Web. Gad-el-Hak, M 2008, Large-scale disasters: prediction, control and mitigation, New York, Cambridge University Press. Giermanski, J McGhee, M 2007, ‘How SOX and C-TPAT: impact global supply chain security’ Strategic Finance, April, pp. 33-43. Glisson, L Jones, K 2009, ‘Homeland security vs. cabotage: issues of terrorism or ploys’, Journal of Transportation Management, vol. 12, pp. 35-45. Griffin, W 2008, ‘The future of integrated supply chain management utilizing performance based logistics’, Defense A R Journal, vol. 15 no. 1, pp. 3-11. Haight, B 2003, ‘The perils of supply chain management: experienced veterans share their techniques and solutions to a more efficient supply chain’, Automotive Industries, August, pp. 24-32. Holbrook, E 2011, ‘A supply chain unlinked’, Risk Management, May, pp. 32-43. Jà ¼ttner, U Maklan, S 2011, ‘Supply chain resilience in the global financial crisis: an empirical study’, Supply Chain Management: An International Journal, vol. 16 no. 4, pp. 246-259. Kelley, E Nagel, T 2007, ‘The impact of globalization on structuring, implementing, and advising on sourcing arrangements. Georgetown Journal of International Law, Spring, pp. 619-632. Lloyd, B 1996, ‘The outlook for globalisation’, Leadership and Organization Development Journal, vol. 17 no. 1, pp. 18-23. Ngoctran, A 2011, ‘The Vietnam case: workers versus the Global supply chain’, Harvard International Review, vol. 33 no. 2, pp. 60-81. Perry, M 2007, ‘Natural disaster management planning; a study of logistics managers responding to the tsunami’, International Journal of Physical Distribution Logistics Management, vol. 37 no. 5, pp. 409-433. Porter, M 1985, Competitive advantage: creating and sustaining superior performance, New York, Simon Shuster. Sarathy, R 2006, ‘Security and the global supply chain’, Transportation Journal, vol. 45 no. 4. pp. 28-34. Saxena, R 2010, ‘Define logistics, Industrial Engineer, vol. 11, pp. 24-26. Sheffi, Y 2001, ‘Supply chain management under the threat of international terrorism’, The International Journal of Logistics Management, vol. 12 no. 2, pp. 1-11. Stauffer, D 2003, Supply chain risk: deal with it. Web. Suder, G 2006, Corporate strategies under international terrorism and adversity, Northampton, Massachusetts, Edward Elgar Publishing. Wechsler, J 2011, ‘FDA promotes innovation, access to medicines while moderni zing operations’, Formulary, December, pp. 550-611.

Human resources and strategic planning Essay Example | Topics and Well Written Essays - 2000 words

Human resources and strategic planning - Essay Example Human resource management constitutes an area of management that has embraced strategy management as dynamics continue to characterize business function and people in the organization. Today, convectional human resource practices can no longer be the basis to respond to the needs of market demands in the modern world and this has forced many organizations to remain adept in identifying the best management practices. As organizations look for the best practices of management, it is always advisable that, organizations should identify and adopt human resources practices that fit with the organization’s competitive business strategies (Savage 2010). This will ensure the practices are not outside the goals of the business in the market hence greater success is likely to be achieved. Many organizations adopt two basic human resource strategies. They include universalistic approach and contingency approach (Savage, 2010). Universalistic approach is concerned in identifying the best practices that can be used by diverse organizations (Savage, 2010). On the other hand, contingency approach is concerned with identifying practices that match and align human resource practices with competitive business strategies (Savage, 2010). Adopting any of these two strategies depend on varied factors that each unique organization has, therefore, it is always important for an organization to carry out thorough business and environmental scanning to know the position of the business before deciding to adopt any of the strategies. Human Resource Practices Human resource has been identified to play key role to an organization especially where an organization is attempting to asserts in the market and achieve competitive edge. Strategic human resource management has emerged as an area of human resource management that looks at Functionability of business from an innovative perspective. According to this new field, organizations are not insulated from looking for the best and appro priate strategies that can help them achieve established goals and objectives in the business environment. At the same time, strategic decisions are seen to give an organization an upper hand in determining the level of participation in the dynamic business environment (Allani, Arcand, and Bayad, 2003). Therefore, by innovating best practices to apply in the business or organization, the management may just be motivated by desire to have the best policies and practices in place that accelerate and enhance the performance of the organization as compared to its competitors. Two empirical approaches have emerged to explain the strategic decision-making in an organization as far as human resource management is concerned. The approaches consent that an organization cannot be effective and properly functional if it does not identify the best practices of managing people (Allani, Arcand, and Bayad, 2003). In addition, for human resource management to be effective, they should be seen to in crease performance for the organization. Universalistic approach is the first approach perfect human resource management practices can be identified. This approach postulates that, there are human resource practices that are better than others are, and all organizations have the responsibility of adopting the identified best practices. Accordingly, the approach establishes that there is a universal relationship between an individual identified practice and the performance of the organization that adopt the practice (Armstrong, 2012). Contingency approach, which is another approach widely used, hold slight contradiction position when compared with universalistic approach. The contingency approach posits that organization cannot divorce from the particulate aspects in the organization if it has to achieve the best strategy of management (Armstrong, 2012).

National culture and commitment-5 Essay Example | Topics and Well Written Essays - 6250 words

National culture and commitment-5 - Essay Example Hypothesis 4: Western managers who have had previous expatriate experience in a collectivist culture (Middle East & Asia) will have a higher level of organisational commitment than their western colleagues who haven’t had such experience. Hypothesis 5: Saudi managers who have had previous expatriate experience in individualistic cultures (West) will have a higher level of professional commitment than their Saudi colleagues who have not had such experience. This chapter will serve to detail the results of the analyses conducted testing these six hypotheses. Initially, a set of descriptive statistics concerning the dependent and independent variables included in later analyses will be presented and discussed. Following this, reliability analyses concerning the dependent variables in question will be presented. Next, correlations between the four dependent variables of interest will be presented. The remainder of this chapter will be structured such that each hypothesis will be presented and discussed individually. Finally, a conclusion section will serve to summarize the results detailed in this chapter. The survey that was distributed for this study was sent to 850 individuals in total. In sum, 567 usable responses were received from this group of individuals, which translates into a response rate of 66.71%. Out of these 567 respondents, 177 were Saudi individuals working at Saudi companies, 190 were Saudis working within IJVs, and 200 were Westerners working in IJVs. Table 1 presents a summary of the breakdown in respondents on the basis of nationality. The majority of participants in the sample were male (99.6%), were in Engineering (67.7%), were working outside their home countries (56.1%), and had Bachelor’s degrees (66.0%). The nationalities of the sample were divided evenly among Saudis (31.2%), Saudi IJVs (33.5%), and Western IJVs (35.3%). Each of the variables from Table 2 is also

LLB - UNIT 3 TORT 1 Essay Example | Topics and Well Written Essays - 500 words

LLB - UNIT 3 TORT 1 - Essay Example Violation of absolute right does not require the damage to be proved and it actionable per se, Ashby v. White4. The concept of Damnum5 and Injuria6 in relation to tortuous liability explains the real significance of legal damages. Damnum and Injuria are interrelated and determines act actionable or not actionable. These two factors have close relationship with tortuous liability. The relationship between these two terms is explained in the two maxims i) Injuria sine damno and ii) damnum sine (or obsque) injuria. Injuria sine damno: There are two torts one is actionable per se7 and the other is actionable only on proof of damage. Every person has an absolute right to immunity of his person, to his property, and to his liberty. Infringement of this right is actionable per se. In case of injuria sine damno a person whose rights are infringed has cause of action even though there is no actual loss or damage. Ashby v. White4 In this case a legally qualified vote of a person was refused maliciously causing injuria, but the person for whom voted was elected, causing no loss, held it is actionable applying the maxim injuria sine damno. Damnum sine injuria: In damnum sine injuria, where there is an actual and substantial loss (Damnum) without infringement of legal right (Injuria) no action leis. In a suit for damages based on a tort the plaintiff cannot succeed merely on the ground of damage unless he shows that the damage was caused by violation of his legal right. The following are the instances of Damnum sine injuria: Interception of percolating water:- A landowner and mill owner who had for about six years enjoyed the use of a stream, which was chiefly supplied by percolating underground water, lost the use of the stream after an adjoining owner dug on his own ground an extensive well for the purpose of supplying water to the inhabitants of the district. In