Nike Advertising Essays - Financial Ratios, Business, Economy

Nike Advertising Nike Financial Analysis Investing in a company has certainly changed over the years. Financial information is literally at one?s fingertips via the internet. In today?s fast paced corporate environment companies are under tremendous scrutiny to maintain their edge. The company I am evaluating is NIKE. This Financial analysis will consist of the following: Ratios from the Income Statement, Statement of Owner?s Equity, and Balance Sheet. This information is designed to assist a potential investor. Nike?s mission is complex. Listed below is a copy of Nike?s company philosophy. Company Philosophy: WE ARE ABOUT DREAMS. Nike was, is, and will always be a company driven by certain key philosophies. What are they? First and foremost, we are a company dedicated to innovation and the passion to create great product. From Bowerman's Waffle Trainer to the Tour Accuracy golf ball, we make every effort to take consumers where they want to go before they realize they want to go there. WE ARE ABOUT THE CONSUMER. The consumer rules the roost. They make the important decisions. I answer to them, as we all do. The opinions of Wall Street analysts and media pundits are really just derivatives of our relationship with our consumers. When the young at heart seek out our products, when they respond to our messages and believe in what we stand for, when our relationship with consumers is healthy, that's when we grow. Even so, gaining true understanding of our consumers, and thereby being able to deliver meaningful innovation to them, is a huge challenge. It's not the demographics that change; it's the deliverables. Ours is a constantly moving target. Technology continues to increase the pace and volume of options in all of our lives. WE ARE ABOUT IRREVERENCE. We are about irreverence. The great thing about Nike is that we have the ability to laugh at ourselves, to ind the humor in what we are doing, to compete aggressively but also to have fun. It shows in our best advertising, from M ars Blackmon to Andre Agassi. Irreverence has always been a core part of our culture. It is, for us, the balance between our attempt at greatness and the risk of arrogance. We mix confidence and strength with the humility to look at ourselves in the mirror and say, we can do better. WE ARE ABOUT WINNING AND COMPETING HARD. We invent markets and new ways to compete. We have withstood every challenge that has come our way. Winning starts with taking care of business at home and then looking for new challenges. We are doing both. WE ARE ABOUT CHANGE. Over the past twenty-five years we have had to reinvent ourselves many times. The first surge was with the Waffle Trainer and the running craze. When that slowed, we thought we ran out of market. We had another surge with basketball behind Michael Jordan, and cross-training with Bo Jackson. Then again, we Thought our growth was dead. Another surge came in 1995, when Nike became fashionable and athletic urban wear became king. But,that too ended in early 1998, as did the health of the Asian economy. There we were, with an over-extended brand. Each time we reinvented our company. In 1995, when we reached $3 billion in sales, we said $5 billion was the absolute limit. Three years later we were closing in on $10 billion. Each time we did succeed it was due, in part, to our fear of failure, which drove us harder and faster. Each time, however, it has gotten harder. We have covered more of the market, and now the targets seem smaller and more numerous. We have stretched our Nike brand quite far. Some say too far. Others say it still has more reach to go. What is clear to me now is that the market has changed. We have new competitors and, as before, we need to adjust. We need to expand our connection to new categories and toward new consumers. WE ARE ABOUT SOCIAL RESPONSIBILITY. You have all read the press and seen the media regarding Nike's labor practices. The reality is, we have set the highest standards of conduct and p ractices in the industry. We have the responsibility to let the

Restaurant Essay Sample - How to Write a Great One

Restaurant Essay Sample - How to Write a Great OneIt's easy to create a restaurant essay sample. All you need is the basic skills you'll need to write an effective restaurant essay. You'll find that a good restaurant essay sample will give you the confidence to tackle essay topics, while giving you the tools to tackle the kind of material needed for a restaurant interview.To help you with this writing assignment, I've come up with a sample restaurant essay. In this article, you'll find tips on how to write a restaurant essay, how to answer challenging restaurant essay questions, and what to do when the going gets tough.Before you begin, I want to remind you that this is a restaurant essay sample, not a rule book. You don't have to follow every word of this sample, but it can be a valuable tool for you in developing your writing skills. In fact, if you follow a few of the key strategies discussed here, you'll be much more likely to finish the essay at all.For one thing, use a chronolo gy. Try to describe events that take place over the course of a single day. You may use a timeline that uses a range of days as examples, or you may choose to use only a single day. In any case, this will help you create a framework for the essay.Try to get out of the way! Let your writing become the center of attention. Don't worry about proofreading, editing, or rewriting. Instead, just let your thoughts run free, and let the words flow from your fingers.Another strategy is to avoid making statements that are too strong. Statements are bad when they're too big, when they're too few, or when they're used too often. Even if you're hesitant to go there, try to keep the essay from becoming too long.When you're done, try to take the sample and see how it fits with your own writing style. One way to do this is to read it out loud, looking at how you would write the same topic using your own style. Another strategy is to edit the sample to see if your style matches it. For example, you m ay want to look for instances where you use too many adjectives, or you're a bit too straight forward.To sum up, a restaurant essay sample can help you develop your writing skills, but a well-written restaurant essay is a challenge that no one should pass up. Follow these suggestions and you'll be well on your way to finishing your restaurant essay in no time at all.

Dimensions to Political Thinking Human Equality, Power, and Order

Dimensions to Political Thinking Human Equality, Power, and Order The issues of equality and inequality between humans turn out to be very significant questions to deal with from many perspectives. The point is that the already existed differences in gender, race, social class, and age introduce a kind of boundary that has to define people and make them unequal to each other.Advertising We will write a custom critical writing sample on Dimensions to Political Thinking: Human Equality, Power, and Order specifically for you for only $16.05 $11/page Learn More There are many authors who have already made or try to make numerous attempts to give a clear and comprehensive answer whether all human beings are unequal in essence, and one of the most prominent and captivating ideas are offered by the American writer Glenn Tinder in his Political Thinking. This author introduces a series of educative and illustrative examples of why the development of inequality between people is hard to prevent or avoid and why people cannot improv e their lives by means of destruction this inequality. Even more, he admits that human beings are unequal not only in customs and traditions but also in nature (Tinder, 1995). Human inequality is rooted in nature and is essence due to constant differentiations in numerous aspects like gender or race, and it is difficult to make people forget about these differences; what is more is that this inequality influence many other aspects of life like power and order which are also considered to be integral aspects of this life. To answer the question whether all human beings are unequal in essence, it is better to address the thoughts of sophisticated philosophers and thinkers who were able to represent powerful grounds for their ideas and suggestions. Tinder suggests to use the ideas of Aristotle and to realize how he saw people and their relations to each other. This philosopher admitted that human race is one of the most evident hierarchies according to which people became unequal to ea ch other: thinkers and scientists had to take the highest places and those, who believed they were able to perform services for other people, occupied the lowest stage. It proves that people divide themselves unconsciously into groups and develop all those inequalities independently. Another problem that the author touches in the work is the idea of the elite and its role in society. As it was mentioned above, thinkers and philosophers got a chance to take the leading role in the hierarchy of the society, this is why it was not a surprise that it was them who suggested to create one more group of people who would become better, more educative, more influential, and more important in this life. The development of the self-chosen elite was inherent to different periods of time, and each period was characterized by its elite those representatives set new rules and meet new demands. This creation of elites may serve as one more evidence that human inequality is something that is difficu lt to avoid because people themselves promoted this development.Advertising Looking for critical writing on political sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, there is one more captivating question to deal with. Can it be that human inequality is also able to define the ideas of liberty? Is it true that if people are not equal they lose their freedoms? To answer these questions, Glenn Tinder reminds his readers the ideas of French Revolution and people’s desire to become free and equal. French people believed that liberty and equality had to go together because inequality happens because of someone’s lack of liberty. This is why it is hard to define what kind of conflict may happen between liberty and equality. Tinder (1995) says that in modern life, people have to â€Å"give up one thing†¦ in order to gain something else† (p. 79). So it is natural that people cannot have everythin g at once. In his work, Tinder also pays much attention to the ideas of order and power that become evident after the discussions of equality and inequality are cleared up. â€Å"Power may be used to separate human beings and to bring them together†¦ may support inequality†¦may support equality† (Tinder, 1995, p. 103). Some writers and thinkers truly believe that power is the only means that maintains order. On the one hand, this idea is quite clear and comprehensible because power has to be considered as the only effective source of social order. When inequality promotes the development of power, people get a chance to realize who may achieve power, why a certain group may achieve this power, and what can be done to save this power in the same hands. But still though power is the most effective source of order, it is not the only one. Tinder (1995) defines several more sources that have a close connection to the development of the social order: human nature (in cas e people are good in nature), harmony of interests (if order is a spontaneous issue), and human traditions and customs (if people want to appreciate their past and consider the will of their ancestors). As it is observed, natural power as well as harmony of nature may be regarded as integral sources of order. However, each of them cannot work if there is no power. â€Å"Social order cannot be maintained without any use whatever of power yet it is not dependent entirely on power† (Tinder, 1995, p. 107). This is why all the above-mentioned sources have to be connected to this source that plays a crucial role in social life and order development. Many people cannot give one concrete answer to the question how to achieve power. Though power possessing is honorable, many people suffer because of inability to get this power. This is why it is not strange to observe the development of one more question: if there is some kind of legitimate power? If yes, who may have this power? The answer is almost evident: it is the â€Å"divine right of kings† (Tinder, 1995, p. 124).Advertising We will write a custom critical writing sample on Dimensions to Political Thinking: Human Equality, Power, and Order specifically for you for only $16.05 $11/page Learn More Those people who are born to be kings have the right to possess power and be unequal in comparison to the others. However, it is not always easy to follow the necessary order, and it is necessary for the kings to maintain further classifications between people and choose those who can help to keep the necessary order and develop power. In general, such ideas like equality, inequality, power, and order are closely connected to each other. Glenn Tinder represents a clear picture of people should comprehend their power and desire to keep the order, their rights and inability to avoid inequality. The point is that all people are unequal by nature; they made a decision to develop inequa lity many years ago and to make only separate groups of people being able to possess power. Is it possible to destroy this inequality? Hardly! Absence of inequality creates considerable challenges in power establishment, lack of power leads to inabilities to keep the order, and absence of order put under a threat peaceful existence of people. Reference List Tinder, G. E. (1995). Political Thinking: The Perennial Questions. New York: HarperCollins College Publishers.

PETROLEUM ENGINEERING DESIGN PROJECT Research Paper

PETROLEUM ENGINEERING DESIGN PROJECT - Research Paper Example In addition, possible consequences formation damage in well-11 in the productivity of the Wytch Farm Oil Field is also covered. The methods of treating and preventing the occurrence of formation damage are also covered in this paper. The research paper also discussed the basics of formation damage, permeability and porosity. INTRODUCTION Wytch Farm Oil Field is considered as one of the largest oil fields in Europe. The oil field comprises of three major oil reservoirs namely: Bridport Reservoir (about 2900 feet or 900 meters), Shallow Frome Limestone Reservior (about 2625 feet or 800 meters), and Sherwood Reservior (about 5200 feet or 1600 meters) (Allen, Conran, & Lesso 2007). Being large, and that it is also associated with shale and limestone its permeability is low. In order to increase the permeability of one of the wells in Wytch Farm Oil Field, a horizontal well was developed. However, according to Bennio, Thomas, Jamaluddin, Ma, & Agnew (2007), compared with vertical wells, h orizontal wells are more susceptible to formation damage. Formation damage is a condition or a process in which permeability of the oil producing formations are reduced to levels that are lower than normal (Thallak, Holder, & Gray 2003). According to Thallak, Holder, & Gray (2003), the loss lof permeability as a result of formation damage leads to a reduction in oil productivity as well as inhibits access to other oil reservoirs. Therefore, due to the fact that Wytch Farm Oil Field is susceptible formation damage it is at risk of being affected by loss of permeability and consequently reduction in production. This research paper therefore aims at studying the possibility of occurrence of formation damage in one of the wells in Wytch Farm Oil Field in the United Kingdom. The research paper will also study the possible consequences formation damage in the productivity of the Wytch Farm Oil Field. RESEARCH AIMS AND OBJECTIVES Just as earlier mentioned Wytch Farm Oil Field in the United Kingdom is one of the oil fields that is susceptible to formation damage. The two man aims of this research paper are as stated below. i. To study the occurrence of formation damage in Wytch Farm Oil Field in the United Kingdom. ii. To study the possible consequences formation damage in the productivity of the Wytch Farm Oil Field. iii. To discuss nature, methods of prevention and treatment of formation damage in Wytch Farm Oil Field in the United Kingdom. iv. To understand formation damage in general. RESEARCH METHODOLOGY In order to achieve the objectives of this research paper, the research first outlined the basics of formation damage (including permeability of the oil field). The researcher then outlined the various ways of preventing or treating formation damage. After an discussing the basics of the formation damage, these basics were applied to Wytch Farm Oil Field in an effort to study the possibility of occurrence of formation damage in Wytch Farm Oil Field in the United Kingdom. This involved studying the formation of the Wytch Farm Oil Field (including porosity and permeability the formation). A number formulas and equations were used in this research and they are as stated bel

Cultural Diversity 2 Essay Example | Topics and Well Written Essays - 3500 words

Cultural Diversity 2 - Essay Example (Gay, 2003). There is no one single definition of labeling. It is a form of differentiation through which people try to identify and group people with any similarity they may have. (Diller, 2004). However, labeling never leaves a positive impact on the person being labeled since it a one of the major forms of prejudice and discrimination. (Hudak, Kihn, 2001). Moreover, labeling is judgmental. (Gallozzi, 2009). The people being labeled are judged and evaluated in relation to the specific stigma attached to them and become stereotyped. Labeling usually starts with a description and then turns into a stigma later on. (Gallozzi, 2009). For example, Harry always scores good at his tests so based on this fact, it can be said that Harry is intelligent. Here, â€Å"intelligent† is a description. However, if he keeps on scoring good, many people at his school would start calling him a â€Å"nerd† and would start associating everything with him that are thought to be associated with a nerd. Eventually, even the people who don’t know him and haven’t even talked to him once would start judging him based on other peoples’ judgments and harry would be socially known as a â€Å"nerd† even if he is not. This is a label. (Diller, 2004). The most common way of labeling people is through their personal attributes and habits, nationality, religion, culture, ethnicity, etc. (Hudak, Kihn, 2001). People tend to label those who are different from them. (Gay, 2003). It is a part of human psyche to group things and people together and then regard them as the same in order to prevent mental clutter. (Gallozzi, 2009). They prefer to attach similar characteristics and attributes to the entire group of people and things that they have created in their minds so that they do not have to think about every single member of the group individually. In this act of grouping, people often engage in stereotyping and discrimination and most of all, labeling. (All

Strategic HUman Resource Management Essay Example for Free

Strategic HUman Resource Management Essay Defining SHRM The purpose of this portion of the paper is to provide an explanation into strategic human resource management (SHRM). This information will look at the ways that some scholars have defined the concept of SHRM, and the role that it serves within an organization. In addition, the first part of this research will examine how a human resource department can actually be called strategic in nature. This information will also be examined in relation to an actual organization. Various models of SHRM will be discussed, and the idea of how they compare to the organization in question will be presented. After reading this portion of the paper, it should become clear that SHRM is much more than simply hiring people. It is also much more than operating within a bubble. It is about actually helping the overall strategy and vision of a company. The first thing that needs to be done is to provide an actual definition and analysis to what it actually means to be SHRM. In order to define this concept, it is first important to actually explain what is meant by human resources in general. Appleby Mavin (2000) explain that Human resources are the efforts, skills, and capabilities that people contribute to an employing organization which enable it to continue in existence. Although difficult to define, SHRM is generally perceived as a distinctive approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce (s555). The definition that is provided here explains that human resources is really about the skills that the people of an organization bring together in order to keep it alive. In addition, the authors explain that moving into the realm of SHRM is about managing the human capital of an organization in such a way as to achieve some type of competitive edge. Having not only a committed workforce, but also having a workforce that is highly trained for the job that must be performed achieves the competitive edge. Moving in this direction is where human resources becomes SHRM. Van Donk (2001) takes this idea one step further by explaining where in the planning process of a company the human resource management role must fit in  order to make it strategic in nature. He also explains how this role has evolved in the past twenty years or so: From the 80s onward there have been pleas for integrating human resource management and corporate strategy. A number of authors have been working on approaches to the achievement of what is called Strategic Human Resource Management. These approaches place the human resource management policy formulation at the strategic level. In these approaches to Strategic Human Resource Management it is claimed that: (1) human resource problems are problems solved by linking HRM and strategy formulation at an early stage; and (2) problems with strategy implementation are solved by early adjustment of the HRM to these strategies (299). In the end, what Van Donk adds to the definition of SHRM is that human resources cannot be called in at the last minute to fix a hiring problem. Instead, human resources must be involved from the very early planning stages in terms of the type of human resources that are needed. This early involvement allows human resources to understand exactly what is needed. It also allows human resources to be able to adjust so that the decisions that are made about the people that are needed can be adjusted immediately to fit new or changed strategies for the company. Finally, Mueller (1996) adds one additional piece to the information that helps us to formulate an overall definition for SHRM. He explains that: I propose to take the following as the defining features of the ‘orthodox notion of SHRM. According to this notion a strategic utilization of human resources means that: 1. Management is active, not reactive 2. There is high integration between policies 3. An orchestrational role is played by senior management 4. and there is articulation of policies by senior management (759). The information that is provided by these three scholars can help us to create on integrated definition of what is truly meant by SHRM. This concept really means that the human resource department and its leaders are not simply thought of as the people who are given the task of hiring employees. Instead, they are an important part of the strategy formation of a company. These people are a part of the process from the very beginning, and they are  given the authority by company management to be taken serious to provide ideas about the strategic planning of the company in terms of the role that employees will play, and the skills that need to help achieve those goals. The information that is provided should also make it clear that SHRM is more than just about the role that the human resource department of a company plays in the strategic vision of an organization. It is the role of senior management that helps to actually make SHRM work. Senior management must actually give the authority and respect that is needed to make the human resource department a vital part of any strategic vision. This must be more than simply saying that human resources are important for the company. Instead, it means that senior management must act upon it, and they must take an active approach to human resource needs to fulfill those strategic plans. They must communicate with human resource managers, and they must also listen to human resource managers. In the end, it could be easily explained that strategic human resource management is about adjusting the role of human resources. Rather than having a department that reacts to the needs of the company, SHRM is about ha ving a department that is on top of the planning that goes into deciding the human resource needs of the company (McMahan, Bell Virick 1998: 196). Evaluating SHRM in an organization In order to evaluate the extent to which human resource management in an organization can be termed strategic, we must first understand some of the basic models that apply to the organization that is being discussed. We must also have an organization that we can discuss in the first place. In order to choose an organization, it is easier, as an example, if an organization is chosen that is widely known by a lot of people. For this, we are going to turn to a description of large accounting firms and the role of human resources in their firms provided by Boxall Purcell (2000). To Illustrate what we mean about strategic choices in HRM, take the case of a management consulting firm that aims to join the elite cluster of firms that are transnational, if not ‘global’ in their reach (firms such as McKinsey, PricewaterhouseCoopers and Anderson Consulting). There is no doubt that such a firm must have highly selective recruitment and strong development of staff to ensure it can consistently offer clients high-quality service on  complex business problems. In this elite strategic group, a synergistic blend of certain human resource policies—such as proactive recruitement channels, high entry standards, high pay, employee ownership and extensive professional education—are critical prerequisites to a firm’s credibility in its sectoral labour market. On the other hand, it is unlikely that there is much handing on the firm’s choice of job evaluation systems. If any one o fa range of such systems supports its remuneration goals in recruiting and retaining highly qualified consultants, or doesn’t perversely undermine them, then the choice among different systems is not critical. Similarly, the contracting out of payroll or benefits administration in such a firm is not a strategic dimension of its HRM. It is not difficult to meet the requirements of employment contracts in these areas and elite firms are not differentiated from lesser firms on this basis. What is critical, however, is that they firm’s leaders put together and aply the system of broad-based HR policies that will help the firm to join the elite group of professional firms in its sector—although it would be unwise to think that this will happen quickly or be achieved solely through HR strategy (184-185). From the example that is given by major accounting firms, it is easy to see what makes human resource management strategic, and what does not. It all comes down to the notion of the decisions that are made in terms of moving the company forward in its goals and visions. On the other hand, decisions that really do not affect the visions of the company, such as choosing one piece of software over another to administer payroll, is not something that makes a human resource department strategic. With all of this in mind, the company that is going to be used as an example to determine how it has implemented, or needs to implement, SHRM is a small software company with which is I am familiar and have some working knowledge of the internal structure that sells communication software to physicians known as Televox Software. The software from the company helps companies immediately send recorded messages to customers to remind them of appointments or past-due bills. The software even allows customers to pay bills right over the internet without any work on the part of the company that wants the feature for its customers. In order to determine how the company’s human resources are already strategic in some ways, it is important to look at some of the models that explain SHRM. One of these models is known as the open systems theory. The open systems theory states that a company receives inputs from the environment, such as from customers and even other companies, and then uses that information to change how it operates. Wright Snell (2001) explain the concepts behind the open systems theory: It emphasizes two important characteristics of organizations: the system character, so that the movement in any part of the organization leads to movement in other parts, and the openness to environmental inputs (208). In terms of human resource management at Televox, the company is very much strategic in this regard. The company is constantly looking for feedback from customers. This feedback, unlike at some companies, is taken very seriously. When a customer complains about the way in which an employee has done his or her job, this information is analyzed to determine where the problem took place. If the problem lies with the employee’s training or motivation, human resources takes actions immediately to alleviate or correct the problem. A second theory that easily applies to Televox is the universalistic perspective. Colbert (2004) explains that Under a universalistic approach, strategic HR practices are those that are found to consistently lead to higher organizational performances, independent of an organization’s strategy. Examples are such practices as formal training systems, profit sharing, voice mechanisms, and job definition. One might argue that these are not strategic in the sense used elsewhere in the SHRM literature (i.e., contingent on strategy or explicitly aligned with specific strategy) and may simply be terms prudent in the sense that they have been shown to consistently enable a given firm to perform better than it might otherwise (344). Regardless of what some might think about the universalistic perspective, the ideas behind the theory can led a company to SHRM. In the case of the  company in question, Televox, the organization is very definite about defining job duties and providing formal training to employees. However, the company does lack in profit sharing as it is not a publicly traded company. In addition, the company also lacks in actually listening to its employees and giving them a voice in real decision-making. This shows that the company has moved from simple human resource management to strategic human resource management in some ways. However, it also shows that the company is not yet fully involved in the SHRM process. In terms of the information about Televox at this point in the analysis, it can only be deemed to have SHRM management in the way in which it takes information from the environment that it operates. When customers and others have issues with the services and support that are provided by employees, the company takes this information very seriously. The result is that training or even firings take place. In addition, when people are hired into the company, they learn very quickly that excellent customer service and attention to customer needs are the key to the vision and strategy of the company. This means that these ideas and objectives are going to be key to the way in which employees operate. At the same time, the company is very much about defining job duties and explaining the place that everyone holds in the company in relation to the vision of the company. However, the company, simply based on the information that we have discussed so far, lacks SHRM in other ways. For example, the company does not give employees a voice in helping to set strategy and goals for the company. In addition, communication between manager and employees is often very much one-sided. The company also does not give incentives that might keep the specialized and trained employees that they need to work in a skilled environment like a software company. In the next section of this analysis, information and research regarding HR Departments will be discussed. Once this literature review has been completed, we will return to Televox to determine what types of other improvements can be made to the company to move it closer to truly operating with the mindset of SHRM. This move closer to true SHRM can also be seen as  providing ways that Televox can actually move closer, as was explained earlier in this paper, to be an elite company in the sector in which it operates. Literature Review The purpose of this section of the report is to look at research and information regarding HR departments. The background information is being provided in the context of determining the problems and opportunities that exist for HR departments to transition from simply doing human resource management to handling strategic human resource management for the companies in which they operate. What should be taken from the background information that will be presented is that the difficulty that still exists in making that transition in one of understanding of SHRM and old ways of thinking about human resources in general. Before any background information can be provided, it is important to understand some of the key questions of SHRM so that we will know what to look for in the research that is available on this topic. Colbert (2004) explains that Research on the contribution of human resources (people) and HRM (practices) to organizational effectiveness has addressed a wide array of questions: what is the effect of HR practices on the development of the firm’s human resources? Which HR practices lead to greater organizational performance? To what degree does that depend on firm strategy? How does a firm ensure that its HR Practices ‘fit’ with its strategy? How does it ensure that its individual HR practices fit with one another, or does fit even matter in HR practices? Must the attributes of a firm’s base of human resources always align with an a priori strategy, or can its stock of skills, knowledge, and interactions drive strategic direction? (342). One of the ideas that exists about human resource management is that it was divided into its various parts in the past. This division of what constitutes human resource management is known as a subfunctional view. This view held that human resource departments actually had various separate roles, such as selecting employees, training employees, and even appraising employees. It has been argued, however, that the view that human resource departments have small functions that must come together for the sake of the  company has actually created problems for companies and HR departments. One of these problems is that the subfunctional view created problems for HR managers to try to understand how all of these functions actually came together. It was often the case that HR managers did not see them coming together. Instead, they were simply seen as separate tasks, such as selecting qualified candidates and then later on evaluating their performance. The end result has been that HR departments have not seen that all of the functions they perform actually do work together to accomplish the overall vision for the company (Wright Snell 2001: 206). In fact, Van Donk Esser (2001: 302) note that human resource managers often view the idea of managing human resources as lying within certain areas of concern and policy for the company and its employees. These areas concern the influence that a company may give to employees and even employee unions, the flow of human resources to various parts of the company, the rewards and benefits that are given to the employees, and the actual design of the work and the jobs that are performed. It is already clear that viewing each of these areas separately can certainly cause problems for human resource departments. If an HR manager thinks of hiring employees as a separate task from actually training employees or thinking about the jobs they will perform, confusion can easily be created when all of this is brought together when new employees are assigned to a department and told to get to work. There is clearly no harmony in the way that some HR managers think about the assets, that being the human assets, that they are supposed to be managing. Lundy (1994) also explains, as far as human resources goes in the United States, that their was an old system in place of managing employees. This was a system where those who oversaw personnel decisions really lacked any power or decision-making skills at all. However, she explains that this is changing in the United States, and that the role that human resource officials play within the companies for which they work is evolving. She explains this evolution: There are other issues worth consideration. It would seem that, from a US perspective, a good case can be made for  concluding that personnel management in its traditional form has been evolving to a process identified as human resource management (HRM). In particular, the Harvard model and writings demonstrate the nature of the evolution. It incorporates: a strategic orientation; standard personnel management practices, e.g. selection, appraisal; a philosophy and new practices geared towards employee motivation. It has a strong managerial perspective and, in many ways, the new practices have been managements pragmatic response to its changing environmental context. It is also worth noting that historical analysis has suggested five different HR management systems linked to environmental conditions. This gives strong emphasis to the contingency-based properties of the current commitment system. While the likely endurance of the commitment system is unknown it is important to take account of the probable strength of the educational and social changes within human resources which have influenced the development of the system. The historical analysis has also pointed up that the different HRM systems denote a shift in the balance of influence between employer and employed. There is a connection here with the literature on the changing face of American industrial relations and the phenomenon of the non-union firm. Certainly the analysis highlights certain extremes in behaviour and perspective, e. g. mutuality/adversarialism, control/commitment, specialization/flexibility, standardization/innovation, alienation/identification and so on (713). The reason for this evolution and changing dynamic between companies and human resource departments, as well as between human resource departments and employees may lie in the outcome of being more focused on employees and the planning of human resources. In fact, Appleby Mavin (2000) conducted research to determine what happens when there is an integration of human resource roles and ideas. The research looked at over 800 companies in the manufacturing industry in England. The authors used a self-assessment questionnaire that would report how well each company was achieving a world-class levels of performance, and what was helping to lead to that level of performance. The authors report that actually bringing together all of the roles and functions of HR departments was related to an organization actually attaining world-class level. The authors of the study  explain: The results show a positive association between the integration of HR strategy and the world-class status of orga nizations. Further, those organizations using an integrated HR strategy show better practice and performance with regard to: quality management, managing and developing their people, and their sustainability and innovation (s560). This study is not the only study to find that actually integrating the roles and duties of human resource departments actually lead to better overall results for the companies in question. Rodwell Teo (2004) conducted a study of for-profit and non-profit companies in Australia. The study consisted of 61 companies in Australia that operated in the medical industry. Questionnaires were given to company leaders asking about human resource practices. The results of the study found that regardless of whether a company was for-profit or non-profit, human resource practices that actually integrated people and their functions resulted in better performance for the company. As the authors of the study state: The evidence suggests that as the health sector experiences more global reform in terms of policy and managerial changes (EOHCS 2001) Australian HS firms emphasize the buying of skills, experience and knowledge through selective staffing and other human capital-enhancing practices. Researchers such as Snell and Dean (1992) conclude that the adoption of these strategic initiatives are related to the adoption of strategic HRM and those practices that focus on the creation of human capital required for mastering the new managerial and medical systems and techniques. In this instance, HRM has been used to ensure that human resources are selected to add value to the firms’ quest for efficiency, effectiveness and economy in the Australian health sector (325). Now, at this point, some might argue that about the ability to take research from one area of the world, or even in one sector, and generalize the findings to all companies and how human resources should be managed across the spectrum. The fact of the matter is that this is an important area of discussion. The research that has been presented clearly shows that the notion of human resource management in companies is changing because it is  good for the companies. In organizations where human resource departments are given the authority to integrate their tasks and to worry about the resources that they are supposed to be in charge of, the result has been companies with better levels of overall performance. Still, the argument remains as to the ability to generalize these findings. However, in light of the information that is available, it clearly seems that more research and even more practice is warranted. As Wright, Snell Dyer state quite clearly: The conference at Cornell was s uccessful in bringing together leading HR academics from around the globe to enhance the emerging international dialogue on SHRM theory and research. The resulting papers suggest general agreement on one point: that differences in institutional environments, and perhaps cultures, serve as boundary conditions with respect to the generalizability of our models and empirical results. Clearly, however, there is less agreement about the nature of these boundary conditions and the direction and magnitude of their effects, or on the stakeholder vs stockholder controversy. We hope that SHRM theorists and researchers in all corners of the globe will see this situation as a challenge. The papers in this volume represent a promising start. The task now is to build on this work by incorporating a fuller range of boundary conditions in our research, explicitly wrestling with the global universality vs local adaptability issue and experimenting with a wider range of outcomes in our models and studies preferably doing so through networks of international collaborations and consortiums. Ultimately, we must make absolutely certain that our field continues to hold its own in the ubiquitous drive to globalize (879). Based on the studies and opinions from scholars in the field of human resource management, it is clear that HR departments must change their focus on how they view people, and how those people fit into the organization. This change must come at the management level, and must actually see human resource departments as part of the management level, rather than as simply another part of the organization that can be ignored. Kazmi Ahmad (2001) explain the types of questions and focus that comes when human resources are seen as being part of the management level in a company. For example, in the personnel selection/placement area, operational-level activities include the  annual staffing and recruitment plans. The managerial-level is more concerned with staff planning for the intermediate-range future. A question posed at the managerial-level is, for instance, if the company is about to set up two plants in different parts of the country, what kind of people will be needed and how will they be found? Strategic-level activities look on the long-term future. Here a question such as this could be posed: what kind of people will be needed to manage and run the organization in the future? The implications of the long-run position are then retraced to guide current selection, placement, and training practices. If, say, a major oil company formulates a strategic plan for major diversification by the year 2005, a relevant question would be: what kind of people should it be recruiting now so that it will have employees capable of running the diversified company five years and beyond? (135). Of course, with all of this discussion about moving human resources to the role of being a strategic part of a company, Schuler (1992: 25) explains that human resource departments need to be part of the team that not only makes strategic decisions, but also helps to set some of the tone for the company. For example, he explains that human resources can take on three roles: a leadership role, a managerial role, and an operational role. In the leadership role, HR helps to steer the direction of the employees of the company. This can include attitudes and culture that exist in the way that employees approach their jobs and the people they serve. In the managerial role, HR acts to give employees the training and direction they need. HR also gives feedback to the work that is being done, and ways that employees can improve. HR can also help to direct how people work together to get tasks done efficiently. Finally, in the operational role, HR helps to set the function of certain roles. This can be as simple as telling employees that they must smile and greet customers by name. However, in the light of various functions, HR departments must see themselves as part of the company that actually helps to build profits and results. They can no longer see themselves as simply working for a company. They must see themselves as actually moving a company forward, and having to produce results to show that work and effort. Rogers Wright (1998) explain this idea. Universal application of macro HRM models of analysis  with dynamic constructs for performance may prove more achievable and useful than the search for a single universal linkage of micro HR to a particular measure of organizational performance. Just as happened with the field of economics, human resources management is developing a clearly distinguishable macro side. The HR field must face the questions of micro-macro linkage, bias in aggregation, and plausible mechanisms of action to connect individual human activity in the form of HRM with organizational performance. How these questions are answered will in large part determine the direction and utility of the filed in the next decade. A case has been made for expanding the concept of performance to enable establishment of a general construct for organizational performance through the adoption of a performance information market concept. The PIM concept needs to be equipped with variables and the model’s mechanism of interaction verified by empirical investigations (328). Problems and Opportunities of Becoming Strategic Based on the information that was provided in the literature review, it should become clearer that a transition from simple human resource management to strategic human resource management is not going to be something that is going to result in just opportunities for human resource departments. Instead, there are also going to be problems and areas of concern along the way. All of these areas must be addressed and dealt with my HR departments if they are going to be part of the strategic process in companies in the future. First, with the transition to strategic human resources, HR departments are going to be held accountable for the work that they perform. This means that they cannot simply sit on the sidelines and expect to reap the benefits of being treated like part of the management team without gaining some of the pressures and responsibilities that come with actually being part of the management. This is going to result in HR managers and departments having to actually justify their existence. They are going to have their own goals and objectives that will have to be met. Even more, they are going to have to answer to the senior management of the companies for which they work, as well as the investors of the companies, when the decisions they have  undertaken to obtain qualified employees or to hold on to employees do not go as planned. They are also going to be expected to communicate problems and concerns more openly, rather than lurking in the shadows waiting to be noticed by those in power . Another area of opportunity or problem, depending on where you stand, is going to be that human resource personnel can no longer be people who sit and shuffle paper. It will not matter if we are talking about the HR manager or the associate sitting in the office. The fact of the matter, everyone who works in the HR department is going to have to be trained not only in how to interview and hire employees, but also how to develop plans to deal with strategies that will move a company forward. In fact, it does not seem far-fetched at all to assume that more time will be spent by those in HR departments developing strategies and analyzing what is working and what is not as it relates to employee operation and performance. Of course, with all of these areas of concern will come many opportunities and benefits for HR departments to work toward SHRM. First, this is the chance for those who work in HR departments to truly be taken seriously as leaders and managers. They can come out of the shadows and stop being seen as employees who are removed from the actual work that is being done in the company. Instead, they can be viewed by employees as being relevant to the operations of the company. These individuals can also be seen as having the abilities to truly be effective leaders. At the same time, all of this promises success for more than just the companies or those who work in HR departments. The change from human resource management to SHRM will mean that employees will be recruited with the idea that they are truly valuable, and how they are treated is important for the future of individual companies. Of course, for employees and potential employees, this will also spell added responsibility. Employees will have to show that they have the skills and qualifications that are necessary for the specific job or function they will play within the company. However, they will also need to show that they can learn and expand as the strategic plans and goals for the company change. Just as HR  managers will have to adjust, the move to SHRM means employees will be affected, and they will have to change as well. However, if all of this comes together, the end result should be a great improvement in how companies operate. The research shows that companies that are involved with SHRM perform at a higher level. The research also shows that these companies are in a better place to provide world-class service. Application of SHRM to an Organization Now that we have analyzed the research leading to SHRM, it is time to turn back to Televox Software and the ways in which it can improve upon SHRM in its operation. First and foremost, the research shows that HR departments must communicate clearly and accurately the expectations to new employees. At Televox, new employees are not always give the full range of their duties until they have already been on the job. It is true that they are given the specific duties of the job for which they are hired. However, they are often not told that they will be cross-trained to handle duties of other employees with those employees are not available to help customers or are on vacation. This sometimes leads to employees who are not happy with the job once they are hired. A move to SHRM at the company will mean that the full range of expectations and duties will be provided to employees from the beginning. In fact, a move to SHRM would mean that he HR department would seek out employees who enjoy the challenge of actually having to take on duties that are outside of their specific roles within the company. Instead of hiring people who are only skilled at one job, and only want to be skilled in that job, those who make hiring decisions would work to gain employees that want to be well-versed in many duties within the organization. At the same time, a move to SHRM would make the company realize that having skilled employees who are motivated by the strategic plans for the company have to be compensated and treated with respect and dignity. Currently, the company shows its respect for employees in basic ways, such as to give away free lunch and other items. However, when it comes to listening to employee concerns about working conditions, the company is not always responsive,  either openly or in future moves of the company. The organization needs to show more openly that it takes employee concerns seriously, and that it realizes the employees are trained and skilled enough to know when to provide feedback about working conditions that should be taken seriously by management (McMahan, Bell Virick 1998: 198). Of course, it must be understood that moving closer to full SHRM is not going to be something that can occur in a short amount of time. The reason for this is that the company have dozens of employees that have been with the company for years. Adjusting to a way of doing business that focuses more on employee skills may be something that is not taken seriously by existing employees. The result is going to be some who are on board with the SHRM measures, and some who are not. All employees will have to be brought up to speed with the new plans, or some employees will have to be informed of the consequences of not getting on board with the new strategic plans for the company. In the end, the research and actual application of SHRM shows that moving in this direction is good for companies. However, the research should leave no doubt that the transition is difficult, and it does require changing well-established attitudes and roles. These are attitudes that have existed for decades, and they are not going to change quickly. On the other hand, as with many things that occur in the world of business, as companies realize that advantages that come with SHRM, more will move in that direction and require acceptance of the policies that come with it (Wright McMahan 1992: 316; Siddique 2004: 219). References Appleby, A. Mavin, S. 2000. ‘Innovation not imitation: Human Resource Strategy and the Impact on World-Class Status,’ Total Quality Management, vol. 11, no. 5, s554-s561. Boxall, P. Purcell, J. 2000. ‘Strategic Human Resource Management: Where Have we Come From and Where Should we be Going?’ International Journal of Management Reviews, vol. 2, no. 2, pp. 183-203. Colbert, B. A. 2004. ‘The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management,’ Academy of  Management Review, vol. 29, no. 3, pp. 341-356. Kazmi, A. Ahmad, F. 2001. ‘Differening Approaches to Strategic Human Resource Management,’ Journal of Management Research, vol. 1, no. 3, pp. 133-140. Lundy, O. 1994. ‘From Personnel Management to Strategic Human Resource Management,’ International Journal of Human Resource Management, vol. 5, no. 3, pp. 687-720. McMahan, G. C., Bell, M. P. Virick, M. 1998. ‘S trategic Human Resource Management: Employee Involvement, Diversity, and International Issues,’ Human Resource Management Review, vol. 8, no. 3, pp. 193-214. Mueller, F. 1996. ‘Human Resources as Strategic Assets: An Evolutionary Resource-Based Theory,’ Journal of Management Studies, vol. 33, no. 6, pp. 757-785. Rodwell, J. J. Teo, S. T. T. 2004. ‘Strategic HRM in For-Profit and Non-Profit Organizations in a Knowledge-Intensive Industry,’ Public Management Review, vol. 6, no. 3, pp. 311-331. Rogers, E. W. Wright, P. M. 1998. ‘Measuring Organizational Performance in Strategic Human Resource Management; Problems, Prospects, and Performance Information Markets,’ Human Resource Management Review, vol. 8, no. 3, pp. 311-331. Schuler, R. S. 1992. ‘Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business,’ Organizational Dynamics, vol. 21, no. 1, pp. 18-32. Siddique, C. M. 2004. ‘Job Analysis: A Strategic Human Resource Management Practice,’ International Journal of Human Resource Management, vol. 15, no. 1, pp. 219-244. Van Donk, D. Esser, A. 1992. ‘Strategic Human Resource Management: A Role of the Human Resource Manager in the Process of Strategy Formation,’ Human Resource Management Review, vol. 2, no. 4, pp. 299-315. Wright, P. M. McMahan, G. C. 2001. ‘Theoretical Perspectives for Strategic Human Resource Management,’ Journal of Management, vol. 18, no. 2, pp. 295-320. Wright, P. M. Snell, S. A. 1991. ‘Toward an Integrative View of Strategic Human Resource Management,’ Human Resource Management Review, vol. 1, no. 3, pp. 203-225. Wright, P. M., Snell, S. A. Dyer, L. 2005. ‘New Models of Strategic HRM in a Global Context,’ International Journal of Human Resource Management, vol. 16, no. 6, pp. 875-881.

Brittney Spears Is a Dumb Media Loving Whore :: essays research papers

â€Å"Holy Shit I was so drunk that I did not even know I was married† Those exact words were uttered by Mrs. Spears just hours after she was joined in matrimony to her child hood friend. What the fuck, who in gods name gets married, especially when there drunk. At what point would the normal person say Wha, Wha, What the god-damn shit loving hell, what am I doing? No you ass hole priest I don’t, you hear me? I fucking don’t. Her spokes woman came out and said they were two kids who were having a fun time in Las Vegas. That’s NOT a reasonable reason, that’s not even close to reasonable! Nobody and I mean NOBODY gets married for fun; I don’t care how drunk you are. The truth is that there are two possibilities as to why this would happen. The first is that Miss. Spears may not fucking normal. Don’t even dare ask me who normal is. Anyway this would be a stretch for anyone other than her and Madonna, so it’s obviously not the reas on that she was wed. The other and more probable reason is that she was looking for a quick pick-me-up for her career. Ok she was hot in seventh grade, before she was rammed by Justin. Once we learned she lost her virginity her career was over. Every guy in this country said â€Å"son of a bitch† when they learned she had her cherry popped. With her latest release of â€Å"toxic† she has effectively stuck the stake in to the coffin of her career. You know the backlash that would have occurred if she and Janet Jackson had switched places during the Super Bowl. It would have been great for her media whorie-ness she could have grabbed everyone’s attention for at least 5 minuets which is longer than anyone in there right mind would listen to one of her albums.