Elizabeth Bathory :: essays papers

Elizabeth Bathory In order to improve her complexion and also to maintain her failing grasp on her youth and vitality, she slaughtered six hundred innocent young women from her tiny mountain principality... The noble Bà ¡thory family stemmed from the Hun Gutkeled clan which held power in broad areas of east central Europe (in those places now known as Poland, Hungary, Slovakia, and Romania), and had emerged to assume a role of relative eminence by the first half of the 13th century. Abandoning their tribal roots, they assumed the name of one of their estates (Bà ¡tor meaning 'valiant') as a family name. Their power rose to reach a zenith by the mid 16th century, but declined and faded to die out completely by 1658. Great kings, princes, members of the judiciary, as well as holders of ecclesiastical and civil posts were among the ranks of the Bà ¡thorys. Adopting an exalted name did not alter some basic familial preferences among lesser lights however, and in order to consolidate more tenuous clingings to influence there was considerable intermarriage amongst the Bà ¡thory family, with some of the usual problems of this practice produced as a result. Unfortunately, beyond the 'usual problems' some extraordinary difficulties arose (namely hideous psychoses) and several "evil geniuses" appeared, the notorious and sadistic Erzsà ©bet the most prominent of them. Truly, she was evil enough to be recognized as one of the original "vampires" who later inspired Bram Stoker to write the legend of Dracula -- but unlike Stoker's story, she was real. Unusual for one of her social status, she was a fit and active child. Raised as Magyar royalty, as a young maid she was quite beautiful; delicate in her features, slender of build, tall for the time, but her personality did not attain the same measure of fortuitous development. In her own opinion her most outstanding feature was her often commented upon gloriously creamy complexion. Although others were not really so equally impressed with the quality of her rather ordinary skin, they offered copious praise if they knew what was good for them, as Erzsà ©bet did not accept unenthusiastic half-measures of adulation; and she was vindictive. She was only 15 when she was 'married off' for political gain and position to a rough soldier of (nevertheless) aristocratic stock and manner. By reason of the marriage, she became the lady of the Castle of Csejthe, his home, situated deep in the Carpathian mountains of what is now central Romania, but which then was known only as Transylvania.

Big Bad Burger

The Brain Behind the Big, Bad Burger Section 1: Analysis Most Americans will consume any food regardless of the calories, nutritional value and health related consequences. The Brain behind the Big, Bad Burger article mentions the importance of using a Business Intelligence System (BIS) which â€Å"provides them with insights, not just mountains of data† (Levison, 2005). Business Intelligence gets its strength from being able to pull data from disparate sources store it for use in a loosely coupled way, and then pull it out in an accurate and meaningful way.Organizations can pull data from customer surveys and sales reports; however, this information is useless without a framework. Jeff Chasney, CKE’S CIO clarified this point further by stating â€Å"There's nothing worse, in my opinion, than a business intelligence system that reports changes on a weekly basis, he says, because those systems don't provide any context as to what factors are influencing those changes.Wi thout that context, you don't know whether the data is good or bad; it's just useless† (Levison, 2005). BIS gathers information from various data points in the company to create multifaceted contextual statistics for better decision making. For example, BIS helped CKE determine if the Thickburger was actually contributing to increases in sales at restaurants or if it was just cannibalizing sales of other, lesser burgers. CKE Thickburger in fact did increase their sales â€Å"it was selling like gangbusters†.The success was measured through a variety of data points including cost of production, average unit volume compared with other burgers, total sales for each of the test stores, and the contribution of that menu item to total sales (Levinson, 2005). The Monster Thickburger exceeded expectations in test market, and this is why CKE decided to roll it out nationwide. Section 2: Summary of Discussion Questions 1. BIS add values to CKP by focusing on the company's most im portant performance indicators which included sales and cost of sale, historical and forward-looking business trends.BIS uses econometric models to provide context which explains performance. By having this information the company is more agile and responsive to improve making decisions and finding problems areas to correct and take new directions in the rapidly changing fast-food industry environments. 2. Some tips for using BIS is for strategic decisions such as what new products to add to menus, which dishes to remove and which underperforming stores should be closed. BIS can be used for tactical matters like renegotiating contracts with food suppliers and identifying opportunities to improve inefficient processes.BIS can also help improve the infrastructure of the supply chain. BIS is an analytical tool that helps executives make better decisions. It is important that we pay attention to data quality and integrity to make sure that we are not basing our judgment on erroneous dat a. I will also suggest devising key performance metrics (KPI’s) that are most relevant to the business to examine the deviations that are causing losses to the operations and locate opportunities areas to grow and take advantage of. One last tip which is very important is to take into account users’ feelings, and address their concerns up front.The success of the BI systems is user acceptance and without user acceptance, companies will waste time and money establishing a Business Intelligence System. 3. The Monster Thickburger was a good idea because it increased sales at restaurants and it narrowed its overall losses and even turned a profit in 2003. As long as you have an idea of what information you are looking for a system can be implemented in order to find that information and make sense of it. References Levinson, Meredith. (2005). The Brain Behind the Big, Bad Burger and Other Tales of Business Intelligence. CIO Magazine.

Action Inquiry

The pay for teacher in Ohio will have a partial consideration based on how their students scored on their tests. The pay consideration was the result of legislation signed by Republican Gov. John Kasich. Modifications can still be made prior to this law going into effect. The current protocol for teachers pay requires that Ohio public school districts give each teacher an evaluation and grade prior to beginning the 2013-14 school year. Fifty percent of the grade the teacher receives will base on students test scores.There are mixed emotions in regards to merit pay in the Chesapeake School district especially those that are new to the district or just graduated from college. The district’s goal for implementation of merit pay is that it gives others the opportunity to learn from their colleagues. The other downfall of merit pay is that teachers will be penalized if they fail to meet the goals of merit pay and this could be cumbersome for those just embarking on a new teaching c areer. The positive aspect of merit pay is that it rewards teachers for their performance and it provides job security for keeping their student scores high in their classrooms.Motivation is also a key aspect to merit pay, because several teachers in the district feel this is a better evaluation on their performance versus the traditional evaluations they have had in the past. Recruitment has also plagued the district and merit pay can be an alluring factor to qualified teachers looking to move into the district. Retention of qualified teachers has also presented issues with the district so the incentive of a bonus entices many teachers to remain in their positions.The profession of teaching has had the black cloud over its head due to the low salary that many of our teachers face in the public school systems; merit pay can entice many college students to choose the teaching profession. Why is merit pay such a controversial issues for teachers and teachers unions? When the President got involved in the issue of teacher’s merit pay, it created even more hype about merit pay. Those that oppose merit pay feel that there is very little evidence that merit pay will improve a teacher’s classroom performance. (Steiny, J 2009). There is a federal fund that is set up to attract qualified teachers.It is a six hundred million dollar fund that is set up to attract good teachers to good schools. What questions should be asked prior to implementing? How can school administration implement merit pay to provide a positive impact to the Chesapeake School district? What will be the criteria to earning the incentive of merit pay? How will the school evaluate the effectiveness of merit pay? The school district feels that merit pay will make teachers accountable for their progress with students by having merit pay as a source of evaluation that could either adversely affect their pay.Merit pay in regards to evaluation can weed out bad teachers that plagued our school district. The positive impact it could have on the district is that merit pay will attract high performing teachers to seek positions in a school district that has areas that could use qualified teachers to bring their test scores up in the district. What research can be utilized to measure the effect merit pay has on the school district? There will be several methods used for evaluation of merit pay. Surveys for teachers, students and parents, principal reports and observations will provide a qualitative date resource for the district.The design of the research is for experimental purposes and once the research is reviewed, a decision will be made as to implementing the merit pay system into the district. There will be further research conducted after the school begins the merit pay system to check for satisfaction and teacher performance. It also should reflect the economic impact it had on the school district’s budget. The â€Å"after† effects of merit pay could be nefit from have committees formed by the school board and school administration. The Chesapeake School District utilizes emails and texts to inform parents of important meeting and dates that involve the school.These emails and texts also involve the teaching staff. A meeting could be held that involved forming groups or committees to study the impact the merit pay system is having on the school district. This would provide a checks and balance system. The committees would consist of teachers and parents. The committee will conduct their own research via surveys from parents, students and teachers within the district. The other committee would consist of principals and other school administration. The goal of the groups is to conduct their own research and to meet to discuss any issues that face the newly implanted system.Each committee can bring valuable research to the table in order to make effective changes that could make the system that would be fair to all that is involved an d bring a sense of security to the district. I had heard various opinions on merit pay from many of the teachers at Chesapeake and for the most part many are comfortable with the system. I believe that it could provide a positive impact to the school and provide better retention rates for the school. It also is an effective method of revealing what teachers are ineffective in the classroom, that could either learn from other teacher or relieving those teachers from their duties.Chesapeake district for the most part employ qualified teachers but at times have found themselves in difficult situations in recruiting teachers for subject areas, particularly in special education, math and science. I feel that the merit system will attract highly qualified teachers to fill these positions and retain them. Rural area schools are many times plagued with poor test scores due to the lack of qualified teachers in the school system and having a merit system in place could employ a staff of teach ers that could educate these students and for the district to see a rise in their standardized test scores

Human Resource Marketing Strategies Maersk

Human Resource Marketing Strategies Maersk Executive Summary The report highlights the market entry strategy for Maersk into the Kenyan logistics market. The report highlights six main strategies that the company should use in terms of human resource management.Advertising We will write a custom coursework sample on Human Resource Marketing Strategies: Maersk specifically for you for only $16.05 $11/page Learn More The report is developed against the backdrop of the effect on a human resource strategy on the overall business strategy. To this end, the report ensures that a holistic discussion on the business relevance of the strategies outlined. Recruitment and selection coupled with training and development form the first tier of the human resource strategies. The second tier involves reward management and employee performance which are outlined to illustrate the role of the employee an organisation. Performance management is also outlined. The same provides a link between the roles of the employees and the company objectives. Introduction Logistics in East and Central Africa The growth of international trade gas resulted in a subsequent growth of the logistics industry. Kampfe (2007) argues that the industry’s performance in Africa, over the past five years has been splendid. To this end, multinational companies have been setting up shop in the continent with the sole intention of maximising on the growth of the sector. Over the past five years, the logistics market in African has witnessed growth due to a number of economic variables. However with the growth of the market comes a need to invest in human resources. The report highlights how Maersk is penetrating the East and Central African market. In the past five years, the East African logistics industry has grown. Investor confidence in the sector is on an increase. Kampfe (2007) argues that multi-national companies have increasingly been setting up shop in the region. Africa finds itself in a strategic position fo r investment due to the affordability of doing business. In Most European countries, the recession resulted in companies diversifying their business. Going forward the logistics industry will continue to expand due to globalisation. Mandy, Noe and Gowan (2005) argue that globalisation enhances international trade. To this end, the future of the logistics industry market in Africa is great.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The logistics industry is also characterised by a number of challenges. Technological advancements, for example, have made companies reconsider certain decisions related to human resource management. Prasad and Kanalanabhan (2010, p. 318) suggest that human resource strategies need to be informed by the changes in an industry. The report will outline a suitable human resource strategy for Maersk and its entry into the Kenyan Market. Report Str ucture The report has 7 different sections. The general discussion in the report will be how Maersk can rely on relevant human resource policies for a suitable strategy for their Kenyan subsidiary. The first section is the introduction where an overview of the report is outlined, detailing the structure and key theoretical principles that will be applied. According to Kamoche (2002, p. 993) a suitable human resource strategy is informed by relevant theories in the field. The second section outlines the recruitment and selection process. The same is informed by the fact that a multi-national company requires the necessary manpower to carry out their core business (Kamoche 2002, p, 993). The third section outlines the training and development. Training and development is important in ensuring the employees of a company are up to par with the industry requirements. Thereafter the report outlines, reward management, performance management and employee involvement. The final section is a conclusion wherein recommendations are made regarding the industry. International Business Environment in Kenya Overview The implementation of suitable human resource strategy is informed by a number of variables. Prasad and Kamalanabhan (2010) argue that human resource strategies rely on the business climate in a particular country. To this end, this section of the paper outlines Maersk’s company profile.Advertising We will write a custom coursework sample on Human Resource Marketing Strategies: Maersk specifically for you for only $16.05 $11/page Learn More Prasad and Kamalanabhan (2010) argue that the analysis of a company’s profile is based on its aims, goals and international intentions. The same enables a suitable human resource management strategy to be adopted. Such a strategy is usually in line with the overall business strategy. Company Profile for Maersk Group The Maersk Group is an incorporated business entity made up of several b usiness subsidiaries. According to Kampfe (2007), the company is a key player in the global logistical industry. To this end, their entry into the Kenyan Market is informed by their core objectives. Kampfe (2007) carried out an analysis of several multinational companies which included Maersk. The analysis, among others examined the company’s profile which cites the company as a shipping agency. The company’s mission is the understanding of their clients, business and market. Kampfe (2007) adds that the company guarantees their clients competitive transportation service. Kamoche (2002, p. 993) argues that Africa, and by extension Kenya, is projected to have increased trading activity. To this end, Maersk Group’s mission is compatible with the demands of the African market. Kamoche (2002, p. 43) cites the increased cargo demands into the continent and a subsequent need to transport goods inland. Kenya is seen as strategic in terms of entry into the East and Centr al African market. It makes sense for an international company to set up shop in the region. Five Porter’s Forces When an organisation is keen on market entry an evaluation of the same is suitable based on a number of parameters. The Maersk Group’s entry into the Kenyan market requires an analysis based on such concepts as the Porter’s forces. According to Kampfe (2007, p. 50), the Five Porter’s Forces allow a company to come up with a suitable business strategy. Consequently, a suitable human resource management strategy is realised through such a perspective about a given market.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The first aspect regarding Porters forces is the threat to new entrants. Kamoche (2002, p. 995) argues that the Kenyan market has been liberalised. Investors are attracted by the increase in terms of exports over the previous years. Figure 1 is an illustration of how exports in the Kenyan market have performed in the past. Figure 1: Source: Kamoche (2002, p. 995) According to figure 1, Kenya witnessed an upsurge in imports from various destinations. The implications, of the increase are that, the threat to new entrants is relatively low. Kamoche (2002, p. 995) argues that the government has put in place relevant measures to attract investors. The same is coupled by the fact that there is evidently a large market that requires attention. With respect to the bargaining power of buyers, Kenya has a nascent economy. Kamoche (2002, p. 994) emphasises on the fact that the economy is still growing and the household incomes are still insufficient for competitive business action. However th e country’s infrastructural activities are contributing to an upsurge of imports in form of raw materials. Consequently, the same has brought increased investor activity, with a majority of raw material being imported. The same calls for services like container freight services, which Maersk is bringing to the country. Recruitment and Selection Once a company has entered a given market, it is imperative that it rolls out a plan to acquire new staff. Kramar (2014, p. 1069) defines recruitment as the identification of the need to engage a given number of employees in a company. Kramar (2014, p. 1069) goes on to define selection as the process through which an organisation carries out vetting on applicants to a given position. The selection is concluded once a suitable candidate is settled upon. Maersk, in its intention to enter the Kenyan market must be alive to the fact that they will need to engage the services of a certain number of employees. The recruitment and selection o f staff is informed by the need for sufficient training. To this end, companies like Maersk, employ the Frase Rodger Framework. According to Kramar (2010, p. 1070), the Frase Rodger framework is employed by companies due to the need to develop the skill levels of the entire workforce. Consequently, the aspect of training is encouraged in all organisations to ensure that the staff members have the relevant knowledge pertaining to the specific field. Logistics has a number of fields that require specialisation. To this end, Maersk is going to invest a lot on training since there is a scarcity of skilled labour in the market. The recruitment of personnel can be conducted in-house or external advertisements made. A company like Etihad Airlines is a respected strategist on the human resource front. Their entry into Africa broke glass ceilings on several fronts. For instance, Kampfe (2007, p. 55) indicates that the company up their management positions to external applicants. In most case s companies prefer to retain management positions whenever they go to a new country. Such a strategy used to work in places where there is absolute scarcity of skilled labour. However, a country like Kenya is known to have sufficient personnel capable of handling a freight company (Kamoche 2002, p. pp4). Consequently, Maersk should consider coming up with a strategy that blends between the two avenues of recruitment As already mentioned, a company can opt for an internal or external recruitment process. In both cases, Gilmore and Williams (2009, p. 67) suggest that experience and proven capabilities must inform the recruitment process. Nonetheless, each of the recruitment platforms has its own merits and demerits. In point form, the following are the merits of internal recruitment: A company saves on the resources that would be used to train new employees New stuff might disrupt the blue print of a company. However, an internally sourced employee shares in the vision of a company. The idea that a new job will pop up, internally, acts an incentive to hard work within any organisation The risk factor of hiring an insider is lower than hiring an external employee. Notwithstanding the benefits of internal recruitment, there are demerits which ought to inform persons of its suitability. The following are the disadvantages to internal selection; It results in burden to replace the employee who has taken up the new job position. Reforms might not be forthcoming if an insider is appointed to a new position Employee rivalry may result in the event one is promoted to a new role. The same reduces performance Basing on the advantages and disadvantages of the internal recruitment process, a company can make an informed decision on how such a recruitment policy would affect its performance. According to Kapfe (2007, p. 55), suitable human resource strategy for a new company is based on loyalty. An organisation works best when the members of staff are reliable and can be trusted. Holtbrugge, Friedman and Puck (2010 p. 439) recommend a partial internal recruitment process for organisations entering a new market. Such a process would require that the initial management team be composed of both internal and externally sourced employees. Such a move allows for diversity within a company. Training and Development Human resource management requires, among other things the improvement of skills for the work. As already defined, training entails skill improvement of the employees in an organisation. Grieves (2003, p. 77) relates training to the development of an individual’s performance in a given job description. Under such circumstances, the employees are provided with the necessary skills to undertake the various jobs in that organisation. Essentially, training entails the improvement of the knowledge associated with a particular job. There are a number of reasons why companies focus on training and development for their human resource. Kramar (2 014, p. 1070) argues that the same is particularly true for companies that are entering into a new market altogether. For instance, the intentions by Maersk to set up shop in the Kenyan market, comes with the understanding that skill improvement is necessary. Kamoche (2002, p. 994) argues that many multi-national companies that invest in Africa, factor in training and development in their planning due to scarcity in skills that meet international standards. Training and development is not a generalised concept. Companies tend to come up with a training and development framework that specialises on different roles in an organisation (Grieves 2003, p. 77). It is important to clarify that Maersk is not entering the Kenyan market, per se, for the first time. However, through one of its subsidiaries, Maersk intends to provide other logistical services including storage and handling of cargo. To this end, a number of job openings will be available. However, the same will be subject to rig orous training and development to ensure that the company attains international standards in its performance. As already mentioned, training and development involves the impacting of knowledge to the employees in an organisation. The knowledge will trickle down to the actual improvement of skills in the said organisation. Grieves (2003, p. 45) argues that knowledge keeps on changing. It is not possible to be content with knowledge. Such an assurance implies that training and development needs to be sequential. Kamoche (2002, p. 994) argues that companies entering a new market need t come up with a period. Figure 2 is an illustration of a periodic training and development schedule. Figure 2 Source: Kramar (2014, p. 76) Figure 2 illustrates how Kurray Group has developed a training scheme for their employees. The company was venturing into the Pakistan market. According to Kramar (2014, p. 76), the clustering of the employees into the respective roles is an efficient means of attaini ng the goals of training and development. Figure 2 indicates that each job class has a specific training regimen. The same can be carried out depending on the set goals of an organisation. The market entry of Maersk into the Kenyan market requires a similar attention to training and development. Companies are required to ensure that the training covers all the employees in an organisation. According to Prasad and Kamalanabhan (2010, p. 316) there are companies who perceive training as a requisite for the new members of staff. Unforttunately, that may not be the case. When a new concept emerges in an industry all the employees in that field will require training. Kampfe (2007, p. 47) argues that a shipping business has new trends emerging every so often. To this end, training should encompass all the employees in an organisation, regardless of their stay Training and development, in an organisation is meant to prepare the workforce for any future demands in the job group in reference . To this end, there are a number of training models that an organisation can employ. The result will be an overall improvement in the performance of such organisations within the market in reference. According to Grieves (2003, p. 104) training can be carried out, in an organisation, based on the need assessment. The same is derived from the systems model of training. A company identifies its immediate needs and responds to them accordingly. The training will carried out to ensure the workforce meets the said needs. Organisational analysis is another aspect of the systems model of training. Mondy et al. (2005, p. 88) argue that depending on a company’s organisational performance, the needs for training arises. For instance, if a department in a given organisation is not performing as expected, there is a need to introduce a new work regiment. Consequently training becomes important. Other components of the systems model of training include the following: Job analysis Person analysis Development of a training scheme The design of a suitable environment for training Reward Management It is a norm to award excellent performance in any organisation. Suitable reward strategy ensures that an organisation is able to have a well motivated workforce. According to Dickman and Muller-Camen (2006, p. 581) reward management is born out of the need to ensure that a workforce is well compensated for their efforts in an organisation. Essentially, a reward management regimen ensures that there is a proper framework for the appreciation of the work carried out by the employees in an organisation. A reward management program is responsible for the control and analysis of several aspects of the employees. Dickmann and Muller-Camen (2006, p. 581) argue that all the benefits of employees must be included in a reward management program. To this end, all forms of remuneration and compensations are made with respect to the performance of an individual in a given organisation . The objective of such a reward management plan is to ensure that all the aspects of a reward structure are adhered to in the implementation of a company’s reward structure. Organisations that are venturing into a new market must ensure that the reward management guarantees employees satisfaction in the organisation. A suitable reward structure is one that entails the following: A comprehensive pay policy and related practices An efficient administration of the payroll system Incorporation of the minimum wage policy aid out Payment of the bonuses and other related benefits The objective of reward management is to ensure that the contribution made by the employees in an organisation, does not go unnoticed. Under reward management system, the employees in an organisation get a fair and commensurate award for all their hard work. According to Grote (2002, p. 76), a reward system is meant to motivate the employees. The same also attracts employees to the organisation. Grote (2 002, p. 76) argues that an organisation that is getting into a given market is required to have an attractive reward management policy. Such a policy must ensure that competing firms do not have an upper hand. The reward management policy is quite ideal in theory. However, its implementation in reality is a thorny subject in many organisations. According to Grote (2002, p. 98) many organisations come up with a specific reward system that is aimed at appreciating a given parameter in an organisation. However, in most cases, the item marked for award is not often rewarded. Grote (2002, p. 98) insists that diversion of an intended reward from one objective to another, reduces the credibility of the reward system altogether. There are a number of reward systems in an organisation. Grote (2002, p. 76) argues that depending on the reward, the objective is as diverse. To this end, implementation of the various reward systems guarantees a satisfied workforce in the said organisation. In mos t cases people associate rewards with slight increases in salaries. However, Dickmann and Muller-Camen (2006, p. 584) argue that that is just one out of the several rewards that exist. Grote (2002, p. 76) refers to such an award as being extrinsic. Many employees prefer increments in their salaries owing to the inability to attract other forms of reward n an organisation. Extrinsic rewards are the kind that employees get after a certain duration of service to an organisation. According to Grievers (2003, p. 77) extrinsic rewards include such rewards as bonuses, promotions, gifts and salary increments. The other type of reward is referred to as the intrinsic rewards, which are geared at giving an individual personal satisfaction. Some of the characteristics of intrinsic rewards include positive feedback and trusting an employee with more responsibility. Grote (2002, p. 56) also suggests that intrinsic rewards incorporates such issues as employee recognition. The entry of a new compan y in a given market requires a careful analysis of the people’s reward preferences. Grote (2002, p. 55) argues that in some societies employee satisfaction appeals more that the financial gain. A worker needs to be valued in an organisation. To this end, multinational companies like Maersk are required to develop a reward system that ensures the employees feel appreciated for the work they put in an organisation. A satisfied employee is motivated to work even harder in an organisation. Performance Management Performance management is a concept in human resource management that ensures the workforce confirms to an organisations objective. According to Dessler (2000, p. 170), performance management is crucial in companies venturing into a new market. Grote (2002, p. 70) argues employees are better placed in understanding how an organisation is expected to operate due to the link between their respective work efforts and an organisation’s core objectives. Performance mana gement is realised once the employees are geared towards certain expectations. Grote (2002, p. 37) explains that the employees in an organisation must develop certain targets. Such targets ensure that all the actions and behaviours of the personnel result in the projected targets. Grote (2002, p. 67) argues that performance management relies on the incorporation of performance parameters like standards and performance dimensions. Such parameters ensure that employees stick to their duties for the benefit of the company. Market entry is often characterised by a number of challenges that have a direct impact on the long-term performance of a given company. However, through performance management, can organisation realise their respective missions with ease. According to Kampfe (2007, p. 57) Etihad Airlines penetrated the European market courtesy of its excellent record on performance management. The company ensured all the employees bought in to the company’s vision. Consequent ly, it became easy to set targets that the company expected to attain. The targets were realised owing to the collective effort played by the members of staff. Maersk would do well to adopt a similar policy. Employee Involvement When people are engaged in employment in a given organisation, it is important that they feel like the organisation is their second family. Under such circumstances, Kamoche (2002, p. 994) argues that employee involvement ensures that people are comfortable to work in an environment where they have a say in matters that touch on their jobs. It is important to observe employee involvement as a philosophy rather than as a tool. An organisation is required to incorporate all its staff members on its overall operations. Employee involvement will therefore require the participation of the workforce in the decision making process. According to Kampfe (2007), multi-national organisations are perceived as foreigners whenever thy venture into a new market territory. To this end, the company’s future will depend on how the locals perceive their role in the decision making processes. Consequently, a company that allows for the opinions of the participation of the members of staff will find it easier to operate in just about any market. Employee involvement, as a human resource principle, can be applied as a strategy based on a given model. A suitable employee involvement is one that ensures the decision making process are largely influenced by the employees rather than the management (Kramar 2014, p. 1087). Figure 3 is a suitable model of employee involvement in a company. Figure 3: Employee involvement in decision making Figure 3 illustrates how a decision can be arrived at in an organisation. Assuming that a decision needs to be made, the manager can tell the members of staff what that decision is all about. In this case, the manager has absolute control over the decision making process. However, the in-charge, in an organisation, can o pt to sell the ideas behind the decision to the members of staff. According to Grieves (2003, p. 71) such a move is an attempt by management to gain support f the decisions from the members. Decision making process can also be consultative. In figure 3, consultation is highlighted wherein the manner arrives at a decision with the involvement of the involvement of the employees. The consultative mechanism allows for the input of the employees although the ultimate decision is made by the manager. Employee involvement can go a notch high when the manager asks the members of staff to join them in implementing a decision. However, through delegation, the employees relish in the responsibilities bestowed upon them. Consequently, the decisions made end up affecting them positively. Employee involvement is a key asset in ensuring market penetration by a given organisation. Maersk stands to benefit from the same if they allow employee participation in the decision making process. According to Dessler (2000, p. 88) new companies in the market can use this strategy as a human resource retention strategy. The same would help reduce loss of staff to rival companies since they will feel like they belong to the company acknowledges their role in the overall performance. Conclusion In conclusion, the entry of a company like Maersk to an African country signals increased competition into the market. To this end a suitable human resource strategy is required. According to Hoch and Dulebohn (2013, p. 114) such a strategy should consider a number of variables like recruitment and training. Fortunately, the report has highlighted the respective aspects of human resource management that can be used to formulate a strategy for Maersk once they enter the Kenyan market. To this end, the report recommends an all inclusive recruitment exercise that allows for internal and external applicants. The same will bring about diversity in the company. The report also outlines the importance of training and development. To this end, recommendations are made that the training and development be periodic and focus on specific skills. According to Kamoche (2002, p. 997) employees require appreciation for the service they do in a company. To this end, Maersk needs to develop an extrinsic and intrinsic reward system. Also, the company should develop a concrete performance management to ensure that they meet their objectives. Finally, Maersk would do well in incorporating their employees in the decision making process. Such a human resource strategy helps in ensuring that the entire company operates as one unit. References Dessler, G. 2000, Human resource management, 8th edn, Prentice-Hall, Upper Saddle River, NJ. Dickmann, M Muller-Camen, M 2006, ‘A typology of international human resource management strategies and processes’, The International Journal of Human Resource Management, vol. 17 no. 4, pp. 580-601. Gilmore, S Williams, S 2009, Human resource managemen t, Oxford University Press, Oxford. Grieves, J 2003, Strategic human resource development, Sage Publications, London. Grote, R 2002, The performance appraisal question and answer book a survival guide for managers, American Management Association, New York. Hoch, J Dulebohn, J 2013, ‘Shared leadership in enterprise resource planning and human resource management system implementation’, Human Resource Management Review, vol. 23 no. 1, pp. 114-125. Holtbrugge, D, Friedmann, C Puck, J 2010, ‘Recruitment and retention in foreign firms in India: a resource-based view’, Human Resource Management, vol. 49 no. 3, pp. 439-455. Kamoche, K 2002, ‘Introduction: human resource management in Africa’, The International Journal of Human Resource Management, vol. 13 no. 7, pp. 993-997. Kampf, C 2007, ‘Corporate social responsibility: WalMart, Maersk and the cultural bounds of representation in corporate web sites’, Corporate Communications, vol. 12 no. 1, pp. 41-57. Kramar, R 2014, ‘Beyond strategic human resource management: is sustainable human resource management the next approach?’, The International Journal of Human Resource Management, vol. 25 no. 8, pp. 1069-1089. Mondy, R, Noe, R Gowan, M 2005, Human resource management, 9th edn, Pearson Prentice Hall, Upper Saddle River. Prasad, P Kamalanabhan, T 2010, ‘Human resource excellence in software industry in India: an exploratory study’, International Journal of Logistics Economics and Globalisation, vol. 2 no. 4, p. 316.

Guidelines for Revising a Composition

Guidelines for Revising a Composition Revision  means  looking again  at what we have written to see how we can improve it. Some of us start revising as soon as we begin a rough  draftrestructuring and rearranging sentences as we work out our ideas. Then we return to the draft, perhaps several times, to make further revisions. Revision as Opportunity Revising is an opportunity to reconsider our topic, our readers, even our purpose for writing. Taking the time to rethink our approach may encourage us to make major changes in the content and structure of our work. As a general rule, the best time to revise is not right after youve completed a draft (although at times this is unavoidable). Instead, wait a few hourseven a day or two, if possiblein order to gain some distance from your work. This way youll be less protective of your writing and better prepared to make changes.   One last bit of advice: read your work aloud when you revise. You may hear problems in your writing that you cant see. Never think that what youve written cant be improved. You should always try to make the sentence that much better and make a scene that much clearer. Go over and over the words and reshape them as many times as is needed.(Tracy Chevalier, Why I Write. The Guardian, Nov. 24, 2006) Revision Checklist Does the essay have a clear and concise main idea? Is this idea made clear to the reader in a thesis statement early in the essay (usually in the introduction)?Does the essay have a specific purpose (such as to inform, entertain, evaluate, or persuade)? Have you made this purpose clear to the reader?Does the introduction create interest in the topic and make your audience want to read on?Is there a clear plan and sense of organization to the essay? Does each paragraph develop logically from the previous one?Is each paragraph clearly related to the main idea of the essay? Is there enough information in the essay to support the main idea?Is the main point of each paragraph clear? Is each point adequately and clearly defined in a topic sentence and supported with specific details?Are there clear transitions from one paragraph to the next? Have key words and ideas been given proper emphasis in the sentences and paragraphs?Are the sentences clear and direct? Can they be understood on the first reading? Are the sentences varied in length and structure? Could any sentences be improved by combining or restructuring them? Are the words in the essay clear and precise? Does the essay maintain a consistent tone?Does the essay have an effective conclusionone that emphasizes the main idea and provides a sense of completeness? Once you have finished revising your essay, you can turn your attention to the finer details of editing and proofreading your work.

Marketing Managemant Essay Example | Topics and Well Written Essays - 500 words

Marketing Managemant - Essay Example However, this is not always the case. Sometimes firms charge higher prices when they enter a new market. This strategy is referred to as Price Skimming by the market tacticians. For example, Governments often set prices high in a marketplace where it considered that increase in competition will contribute towards market efficiency. For example, In Saudi Arabia the oil cost to the government is extremely low but they charge a good amount of price in the market to encourage more competitors in the market. This is just one example. Another example of this can be the market public utilities where huge sums of investments are required. The governments in order finance such large investments often keep high initial consumer prices to make sure that more and more companies enter the market and total investment in the country increases as it has many macro-economic advantages. Price skimming is said to be very advantageous for the new firm entering the market and also for the marketing as a whole. For a higher price would mean higher profits for the firm itself and they won't have to resort to lower revenues and lower profits in the context of penetration pricing.