ShantanuT01/DACTYL-Pretraining huggingface dataset:
Selections and recruitments practices at Sunshine Steel are causes for concerns to Jessica Walker. The company separately utilises different recruitment and selection practices that result into high turnovers of employees. In the Chinese company, the general operations manager, Chu Jian had different methods for different groups of employees. For the middle management, he embraced authoritarian and paternalistic approach. He recruited close relatives, friends, or associates. In this scenario, he treated them as replaceable resources insignificant to the organisation. These two ways of recruitment and selection are part Chinese culture leadership and management style. For the team leaders and professionals, their recruitment and selection depended on the academic qualifications, personality, values and English proficiency. Each candidate had to undergo a personality test. This was to determine whether the recruits’ values marched those of the company’s culture. Although a well designed and up-to-date job description for each position in the Chinese company, the general manager only considered the job description after the candidate started working. In the Melbourne Company, Jonathan stable shouldered the responsibility of recruitment and selection processes. He perceived that utilising hard HRM practices would work in the selection and recruitment procedures. Therefore, he took responsibility of applying it in the recruitment and selection to the line management. Majorities of the company’s positions had job description and person specifications, but contrary to those of China’s, they were unrevised and out-of-date. In the event of hiring more staff for Sunshine steel in Australia, Jonathan shortlisted candidates using the outdated job description method. These candidates teamed up with their counterparts in China. In this situation, Jonathan Stable failed to consider factors of cross-cultural interaction and communication at the workplace. Similar to China’s case, many employees proved unfit for the job. Therefore, new employees left the organisation within the first six months of employment. The leaders of the company lack competence and proper management skills. They have failed to embrace key approaches of recruitment and selection that results to high numbers of employees leaving the organisation (Lepak and Gowan, 2008). Handling the notification of the acquisition and the consequent staff changes in the Chinese company In the deal of purchasing the Chinese medium-size firm, Jason Blaker should have thought of many phases the acquisition ought to have taken. First, the whole recruitment and selection process is poor due to lack of planning. In addition, the process left most of the employees devastated. Prior to informing employees of the sale plan, the companies ought to have known the exact positions that would remain vacant, and the interview process for hiring new staff. It also ought to have taken into co
Project Summary Report This paper focuses on Dough Pizza, which is a fast-food outlet that is expected to be opened in Lynchburg, VA. Specifically, it will offer a recap of its business concept, the underlying marketing activities, and the profit and loss anticipated in a particular timeframe. Dough Pizza’s Business Concept Apart from price differentiation, Dough Pizza’s business concept includes the creation of an environment where families, acquaintances, and university students will enjoy meeting for socialization purposes while consuming their preferred pizzas, salads, and sandwiches among other delicacies. This strategy is evident in the Bible where the family of Lazarus is depicted as having a serene setting that attracted neighbors and friends, including Jesus (John 11:1-4, New International Version). Lynchburg has a high number of families and college students who are expected to purchase this company’s products. Customers look for outlets that continuously update their commodities and services in line with the changing market demands and tastes (Bamford & Bruton, 2018). Similarly, as indicated in the book of Mathew chapters 8 and 9, Jesus’ teachings were tailored to match the prevailing needs of His targeted audience. Dough Pizza’s business idea involves the introduction of new products in its menu after every three months with a view to retaining the existing clients while at the same time attracting a fresh pool of others. Achieving this goal will require the company to invest in various areas, for instance, suppliers who can deliver fresh items, information technology, and customer safety measures (Zhao & Priporas, 2017). This approach to business is in line with ethical issues emphasized in the Bible, especially the idea of ensuring that consumers get fresh and quality products (Romans 12:2). Dough Pizza also plans to employ college students who have the potential of producing pizzas, salads, and sandwiches that match their tastes and preferences, which, in turn, reflect what the targeted market expects. Dough Pizza’s Profit and Loss (P&L) Analysis Dough Pizza anticipates Total Revenue (TR) of $288,000 in its first year of operation. Its projected Cost of Goods Sold (COGS) is $168,000. Hence, the Gross Margin (GM), which is equivalent to the difference between TR and COGS, will be $120,000. Dough Pizza’s Total Expenses (TEs) amount to $79,000. Therefore, EBITDA, which denotes earnings before interest, tax, depreciation, and amortization, is equal to $41,000. This figure is obtained by subtracting TEs from the GM. Amortizations are anticipated to cost $12,000. Overall, the company’s net earnings (P&L) can be calculated by deducting amortizations from EBITDA, hence resulting in $29,000. Marketing Activities Dough Pizza is expected to undertake a wide range of marketing activities. The goal is to create awareness regarding this business, including its unique and reasonably priced produ
What is management? This is a process whereby people in an organization come together to achieve set goals and objectives (Gomez-Mejia et al., 2008). Accomplishing the goals and objectives calls for effective use of an organization’s resources. Effective management calls for proper planning and organizing (Craig, 2009). Sound leadership and competent staff are an integral part of management. Resources in the management perspective entail human, financial, and technological expertise. Explain Toyota using terms of four management’s functions Toyota has effectively employed the four management functions to enhance its global marketing strategy. This has ensured the smooth running of its administrative duties as it achieves its set goals and objectives. The management functions that they have prioritized include the planning aspect ts, organizing, directing, and controlling. During the planning stage, the administration has ensured that it assesses where prospective outlets should be situated globally. After the assessment, the administration initiates a course of action that is subsequently implemented after careful l considerations to ensure the Toyota goals and objectives are achieved (Pakhare, 2010). The course of action can be altered time and again depending on the prevailing market conditions. Strategic planning has been n very pivotal in ensuring certain set goals are met. In strategic planning, Toyota gets to analyze the factors both internal and external that the stand to affect its operation and its profit margin and interfere with its attainment of set goals and objectives. The management, therefore, evaluates the company’s strength and weaknesses, the opportunities they are likely to reap from and threats to the realization of set goals and objectives. The management also organizes its human, technological, and financial resources to ensure that the plan of action is implemented. Resources are assigned to areas where they are optimally made use of. The staff is harmonized to come up with the best way in which tasks and expenditure of information can be best done. It is the prerogative of the management to see to it that work is divided on a priority basis. Management ensures that appropriate departments are charged with the right responsibilities. By carrying out its ‘directing’ duties, the Toyota management gets to control and supervise the activities of their staff. Through this, the staff gets to achieve the set-out the company’s goals and objectives while accomplishing their individual career goals. The aspect of accomplishment of individual career goals is enhanced by the motivation that the management gives. Motivation is done in the form of incentives to the staff. Toyota finally accomplishes its management functions by coming up with performance standards intertwined with the company’s objectives. It carries ou
Abstract Employee motivation is an important aspect in the study of organizational behavior. Employees behave differently depending on the methods used to motivate them. Scientific studies have revealed that extrinsic incentives work better in employee motivation than extrinsic motivation. Employees are more productive when they have freedom to make decision, improve their skills, and work for a higher purpose. Extrinsic incentives increase turnover but discourage creativity. Fear affects organizational behavior in various ways. It reduces performance, productivity, and job satisfaction. It only works on the short term but has long-term damaging effects. Response to Daniel Pink’s Video In the video, Daniel Pink talks about employee motivation based on scientific evidence versus common business practices. According to various studies conducted to study employee motivation, results reveal that employees are motivated more by intrinsic incentives other than extrinsic incentives. According to Pink, the main disadvantage of using financial incentives to motivate employees is that they increase performance but suppress creativity. According to Pink, businesses and organizations should understand the different effects of intrinsic and extrinsic motivation on creativity, productivity, performance, and turnover. Pink is right by arguing that employees are more motivated by three factors namely autonomy, mastery, and purpose. Employees are more productive when they have freedom to make core decisions related to their jobs and improve their professional skills. Pink is right by claiming that extrinsic incentives suppress creativity. The main motivation becomes working for a certain gain rather than working for more important benefits like mastery and career advancement. Motivating employees using intrinsic incentives is better than motivating them using external incentives. Pink bases his arguments on several studies conducted by economists. For instance, he uses the “Candle Problem” illustration and the ROWE (results only work environment) example to demonstrate how extrinsic incentives discourage creativity. It is important for organizations to create work environments that encourage creativity and improvement of skills because they are effective employee motivators. Extrinsic incentives encourage behaviors that suppress creativity and increase turnover. On the other hand, intrinsic incentives encourage behaviors that increase productivity, creativity, and job satisfaction. Response to article on fear and motivation The article gives two opposing arguments regarding the role that fear plays in employee motivation. Fear can have positive and negative effects. Employees react differently to the use of fear as a motivator. Fear works only on attainment of short-term goals. However, it has long-term damaging effects. Employees who are governed by fear develop negative attitudes towards their leaders and work. The long-term effects of using fear as a
Due to the rapid increase of the globalization pace, the necessity to reconsider the existing strategies for intercultural communication has emerged recently (Weaver, 2001). Consequently, intercultural communication’s taxonomy, particularly its low-context and high-context types, has appeared (Usunier & Roulin, 2010). “Low-context” basically means that a particular communication process was reduced to the use of critical concepts and explicit terms (Usunier & Roulin, 2010). To be more exact, once the level of business communication is identified as the low-context one, the messages conveyed by the conversation participants become more explicit, right to the point where they turn entirely transparent (Richardson & Smith, 2007). There is no subtlety in the course of a low-context business conversation – the very term presupposes that every single detail must be spelled out (Usunier & Roulin, 2010). It is crucial that in the process of a low-context communication, no issues should remain in the shadow and that the participants of the communication should have a clear perspective of a problem in question (Usunier & Roulin, 2010). The Concept of Low-Context Communication: Appropriate Use and Significance As far as the context of the low-context communication process is concerned, one must admit that the phenomenon is quite rare due to the specifics of the environment in which it occurs. Based on its definition, the low-context communication process occurs in the setting of complete trust and understanding, which is admittedly rare for most companies in the era of high competition rates and the struggle for the position in the target market (Usunier & Roulin, 2010). Nevertheless, a range of companies, especially the corporations of a significant influence, seem to have included the “low-context” principle into the list of their communication strategies; as the latest reports show, a number of companies consider the low-context communication strategy crucial when it is necessary to establish exceptionally trustworthy relationships with the partner (Pruvli & Alas, 2012). Gaining the trust of a businessperson is not an easy task, and the willingness to talk straight, shedding light onto every controversial issue, will clearly be appreciated by the opponent (Usunier & Roulin, 2010). Low-Context and High-Context Communication: Nailing Down the Differences and the Similarities The differences between the two approaches are quite obvious, and so are the benefits of each strategy. Unlike high-context communication, the low-context one requires that the parties should trust each other completely, which is fraught with severe consequences as long as at le
Introduction The Second World War, which ended in 1945, is still regarded as the most devastating war in human history. The war involved the greatest number of nations with all the major countries in the world playing a role in the war. The human and economic costs of the war were astronomical and most countries took decades to recover from the damaging impacts of the war. During the war, participating nations made alliances with each other in order to bolster their positions. Countries offered financial and military assistance to their allies who were in a weak position. The United States and China had a cordial relationship in the years heralding the war and during World War II; the two nations were allies since they were both fighting against the German led aggression in East Asia. The paper will review Chinese – American relations during the World War II to show that this period provided a special stage in the relationship of these two countries. Prewar US-China Relations China and the US had a mostly unfavorable relationship for the better part of the 19th century. The Caucasian American’s resented the huge influx of Chinese laborers during the 1860s and they considered them culturally and racially inferior. This led to anti-Chinese sentiments which culminated in the Chinese Exclusion Act of 1882 which was an act prohibiting Chinese immigrants from entering the US. Xiaohua observes that the discriminatory law not only ended the free immigration era in American history but it also negatively affected the future relations between China and America (40). Relations between 1932 and 1945 The 1930s were characterized by many external attacks on the Nationalist government of China. Specifically, China experienced significant encroachment by the aggressive Japanese forces. Japan agents assassinated the Chinese warlord in Manchuria and took control of the territory under the guise of an independent state called Manchukuo, which was only recognized by Japan. This blatant grab of Manchuria by Japan was viewed as a hostile action by the United States. However, the US did not respond forcefully since the country was still dealing with the disastrous consequences of the Great Depression. However, the Hoover administration formally protested and sent additional forces to China (Sutter 35). The US was opposed to the establishment of exclusive spheres of influence by European powers and later Japan. The US supported the principles of free access to China and Chinese territorial integrity even as Japan endeavored to carve up Chinese territory (Sutter 16
The Marketing MIX Plan To launch the new ladder product into the UK market, the marketing mix plan specifically tailored to address the market variables was the first requirement to be fulfilled. That was typical because of several variables that included the current budgetary allocation to meet the marketing of the new product, the supply chain, profit projections, the approach to implementing the marketing mix and associated costs, product review, the entry-level, the use of IT as a new marketing tool, and the market overview (Doyle, n.d). These and other factors were critical elements in influencing the design of the marketing mix plan. It is important to note that a radical departure from the traditional marketing mix was first identified by incorporating other elements into the plan (Farrall & Lindsley, 2011). In theory, there are four critical components of a marketing mix plan, but due to the dynamic nature of the market, new components have been added to the marketing mix plan. The marketing mix plan components incorporated into the new invention are discussed in detail below. The Product A detailed analysis of the ladder will have to be conducted before it is released for sale into the market to prepare well in meeting various forces in the market with their effects. Typically, the ladder is a new invention made of lightweight plastic that was first tested and approved against established product standards in meeting user needs in the market. Therefore, in matters of quality assurance, the ladder is already a certified product (Farrall & Lindsley, 2011). Detailed research will be conducted into the attributes of other competing ladders to establish the best strategy to offer a competitive edge for the new ladder. In addition to that, research into different manufacturers and their likely reaction to the new product will have to be evaluated before making an entry into the market. Therefore, a strong need to conduct a comparative analysis of influencing variables related to the product and its acceptability and use in the market (Farrall & Lindsley, 2011). In matters of quality, several tests conducted revealed that the ladder could support within considerable weight limits several kilograms of weight without breaking. Thus, the weight support ratio is competitively satisfactory. In addition to that, it was identified to be flexible to the user when climbing on it, an added advantage against conventional ladders (Weightman, 1999). Another added advantage associated with the ladder is its weight. Weight is comparatively lower than conventional ladders in the market, giving the ladder a further advantage against other iron or aluminum alloy ladders. With these advantages, several benefits are bound to be experienced with the new ladder. One of the typical advantages is a strong brand name that results from the new invention (Farrall & Lindsley, 2011). Branding will be another issue to consider when taking the ladder into the market. Typically, that will be influenced by focusing on the plastic ladder as a produc
According to the Gun Violence Archive, Texas is among the states with the highest rate of gun violence. The statistics are especially worrying with regards to public shootings – the reports claim that three out of eight deadliest gun violence incidents of 2015 happened in Texas. Yet, the state’s gun policy remains quite relaxed, and, according to the Second Amendment, people of Texas can carry concealed handguns in public, including university campuses. I oppose the legislation allowing to carry weapons on campus. However, there are many arguments for and against the ban on the free sale and possession of guns. The main argument against the allowance to bear firearms in public places is that it creates opportunities for public shootings. Indeed, one of the deadliest campus shootings in U.S. history happened in Austin, Texas in 1966. The University of Texas massacre was initiated by a 25-year-old student of the university, who killed 17 and injured 31 people on campus. The incident could have been avoided if the gun laws of the state were stricter and if people were not allowed to freely purchase guns and carry them in public spaces, including university campuses. Another deadly shooting occurred in 2007 in Virginia, where people are also permitted to carry handguns in public places. The shooting at Virginia Tech University caused the death of 32 students and faculty members and leftover 20 injured. It is the second deadliest mass shooting in the history of America. Both shootings occurred in the states where guns on campuses are allowed; therefore, I believe that proper legislation prohibiting the free sale and carrying of the firearms would have saved a lot of lives and could make university campuses in these states a lot safer. Prohibiting guns on university campuses could also help to decrease the incidents of student suicide, which has been rising in the past few years. According to the statistics, the vast majority of male suicide victims used a firearm to en