ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction One of the hefty criticisms of the early stages of industrialisation is that people were used as capital assets to facilitate the production processes particularly in the US. Discussing the impacts of capitalisation of labour on semi-skilled, unskilled, and skilled workers, Kremer points out how the workers were misused following the application of concepts of labour capitalisation during early economic times where they worked under intensively poor conditions (553). The same concept is developed by Dubofsky who argues that, in the early industrialisation age, many employers preferred low priced sources of labour such as children, females, and immigrants who were underprivileged (35). However, the contemporary labour markets of the United States views labour as a distinct resource that can be isolated from the traditional forms of capital since it is subject to controls by forces that are extrinsic to an organisation or any industry employing people. From this perspective, the focus of this research proposal is to examine whether the united State, over time, has fundamentally improved the position of wage labour or it has simply maintained the position of capital. To achieve this noble goal, statistics from the government of the United States are deployed as the primary source of data. Scholarly findings are also deployed to help in integrating the primary and secondary data findings to give a well-informed position on whether United States still clings to the position of capital or it has improved the position of wage labour. The US Department of Labour: Why was it Established? In responding to the question of whether the United States has improved the position of labour or has been maintaining the position of capital, the first chapter of the research will review the circumstances that lead to the establishment of the U.S. department of labour, its mandates and its achievements in improving the welfare of the United States’ workforce. The chapter will argue that, in an attempt to enhance change of perception that labour can be capitalised and hence subject to operation of market forces to determine labour pricing, several improvements to wage
Introduction Wine production globally is a well-established industry operating for thousands of years. Wine as a beverage is made out of fermented fruit, popular across the world ( What exactly is wine?, n.d.). Romania produced 5,088.2 thousand hl in 2018, marking the state’s efforts to increase its production capacity (APEV 2019a). Moreover, Robinson (2015, para. 5) refers to the country as “a land of hope” because it has more area under vine than any other Eastern European state, and wine production is a tradition that defines the state’s culture. Wine production regions in Romania are Crisana and Maramures, Banatului Hills, Transilvanian Plateau, Muntenia, and Oltenia Hills, Sands, and other areas in the South, Dobrogea Hills, Moldavian Hills, and Danube Terraces ( Winemaking in Romania , n.d.). The climate in Romania is a relevant factor for wine production, with an average temperature of 16℃ and the overall temperature ranging from 0℃ to 25℃ ( Climate of the world: Romania, n.d.). The annual rainfall in this state is estimated at 700 mm, while in the mountains, it can average at 1000 mm per year ( Climate of the world: Romania, n.d.). The geographic region characteristics relevant to the wine production are the Carpathian Mountains and the Balck Sea. Most notably, the soil composition of the foothills is suitable for growing vines ( Everything you need to know about Romanian wine, n.d.). The Black Sea does not affect the environment significantly, allowing for a dry and continental climate. Potential weather hazards include freezing winter, rain during the flowering season, and harvest, which affect the taste of the grapes. This report aims to investigate the specifics of wine production in Romania, including a SWOT analysis, and present recommendations for a boutique wine producer. Overview of Wine Production in Romania Overview of Production Area Wine production is an activity, sometimes referred to as vinification, which incorporates the processes of selecting fruit, fermentation, and bottling of the final product. In Romania, wine production is one of the significant driving economy sectors ( Wine production in Romania, 2019). Romania is a relatively new state, which emerged in 1877 and entered the European Union (EU) in 2007. The wine production industry is one of the major economic sectors of the country, accounting for 30.4 million euros of profits in 2018 (APEV 2019a, APEV 2019b). The EU support and governmental programs that target wine production in the state allow Romanian wine exporters to flourish and develop their facilities. The production area incorporates all the processes and elements of manufacturing that allow an organization to produce the final product, which in case of the wine industry, combines growing grapes, using fermentation to develop wine, and bottling the product. According to APEV Romania statistics, this state has the 5th position in the EU in regards to its areas under wine production and grape
It is crucial to note that when developing an international business strategy, it is necessary to focus on the target consumer segments and the main methods of competition. In addition, it is necessary to comprehend clearly the environment in which the company will operate (Verbeke and Asmussen 1066). It includes both the internal and external environment. Apart from that, it is essential to set such strategic goals that will be measurable and achievable and determine the tactics to achieve these goals. In general, international business strategy involves a duplication of the business behavior model. The purpose of this paper is to develop an international business strategy for a new company. Business Definition The core of iFurniture business is retailing low-price furniture that can be assembled by customers. The business is targeted at moderate-income households. Importantly, the furniture is created to fit in the limited living space. Therefore, the customer segment for this business is young people with moderate income who live in moderate housing (Kanti Bose 114). By orienting at international clients, the company will be able to offer standardized commodities at universal prices. It implies that by going international, the company will decrease the expenditures of international operations. To address customer needs, the company manufactures its goods in accordance with the lifestyle of its clients (Ashari Nasution et al. 256). That is to say, the measurements and functions of the produced furniture correlate with the limits and requirements set by limited living space. Despite the high functionality of commodities, they are made from environmentally friendly and quality materials, which also responds to customer requirements. In terms of the geographic scope, the business will benefit from international expansion. However, Graph 1 (Appendix) displays the importance of understanding the local responsiveness. Thus, the scope will orient at cost leadership and product differentiation in accordance with the knowledge regarding local requirements (Rugman and Hoon Oh 13). To be able to gather timely information, company management will be placed at the headquarters of each region and will deliver the crucial information about local requirements to the top management. The company intends to move to advanced economies. For instance, such countries as USA, Australia, and some European countries are targeted. By adapting to various markets, the business will attain greater competitive edge. Sources To be able to attain a competitive advantage, the business will employ several strategies. To reach economies of scale, it will employ standardization. To develop an effective warehousing system, large showrooms will be established in suburban centers. More importantly, the clients will be considered in the value chain. To be able to minimize the costs to a greater extent, minimum staff will be required, and the emphasis will be made on customers’ sel
Introduction There are several factors which influence outcomes in the organization. They range from the financial status of the organization, the business strategies applied by management as well as the environment within which the organization is operating. However it is also true that the performance of the organization is largely attributed to the ability of the employees to effectively undertake their roles. This brings up issues relating to organizational commitment. Organizational commitment can be defined as the bond which ties the employee to the organization. Ultimately, organizational commitment has a direct effect on organizational behavior (Porter, 1976, p90). Summary of the background to the topic The most critical areas influenced by organizational commitment among employees include the behavior and performance of the employees; attitudes and other cognitive constructs affecting job satisfaction; responsibility and finally personal traits such as age. The centrality of this issue in determining organizational outcomes has greatly boosted the concept of organizational commitment in human resource management. This is in line with the fact that human resources management policies must be designed with the aim of ensuring that there is maximum commitment of employees (Porter, 1974, p605). This commitment is seen in terms of the royalty and attachment employees have towards the organization. It is what gives them the will to always go the extra mile in doing that which benefits organization. At the height of it, employees have been found to fully place the interest of the organization well ahead of their own (Niehoff, 1990, p340). Discuss Job Turnover One important benefit of organizational commitment is reduction in job turnover. Whenever employees feel detached from the organization, issues of job dissatisfaction tend to increase meaning that more employees are willing to leave the organization. A high employee turnover in an organization can be disastrous. First it significantly pushes up the recruitment costs which have a direct impact financial impact on the organization. Secondly, the high turnover implies that the more investments in training new recruits will be incurred. These new employees are not only likely to take time adjusting in the system but are more likely to make mistakes in executing their tasks. In this respect then, it is crucial that organizational commitment among employees is achieved as this minimizes the job turnover and consequently reduces these inefficiencies in the organization (O’Reilly, 1986, p495). Recommendations and conclusion There are several policy issues for consideration towards inculcating organizational commitment among employees. First is the unrivalled fact that for employees to remain royal and committed in an organization, they must be made to feel valued and appropriately recognized. This cuts
Introduction With the increasing competition in the manufacturing industry, many businesses have adopted the use of operations management. Over the years, it has been a bridge toward a company’s success as well as the economic growth of a nation. It involves the absolute control of the use of resources and other raw materials and turning them into more valuable products. Businesses have, ever since, benefited from the use of the developments associated with the concept, which has, consequently, seen great economic growth rates in many countries. The history of operations management traces back to manufacturing management. Later, it developed into its present form following the advancements in technological know-how. The main idea of the concept, both traditional and advanced, is to promote the achievement of production goals within companies with as minimal struggle as possible. (Inman, 2011, p. 1) In this essay, the author has explored the historical development of operations management and its impact on businesses and progress. History of Operations Management The idea of operations management began in the eighteenth century as manufacturing management. An economist, Adam Smith, realized that specialization of labor could be very beneficial to any organizations economy. He therefore came up with the idea of breaking up jobs into sub units where only workers specialized in a certain field would take up the task not only to ensure efficient delivery of the task but also to further increase their skills (Kumar, and Suresh, 2009, p. 284). Early in the twentieth century, F. Taylor enforced this law which then resulted to the development of scientific management. Since then until in the early nineties, many developments were made based on the traditional of the operation. In 1776, Adam Smith developed the theory of specialization of labor in the manufacturing industry (Kumar, and Suresh, 2009, p. 284). This was followed by development of cost accounting in 1799 by Eli Whitney among other scientists. Later in 1832, Charles Babbage developed division of labor and assigning of tasks depending on employees’ skills as well as the necessity of time management (Kumar, and Suresh, 2009, p. 284). From the scientific management of time, Frederick Taylor developed planning and work performance in the year 1900. Soon after, in 1900, Frank Gilbert came up with the motion of studying jobs (Wilson, 995, p. 87). This was followed by the development of techniques for scheduling of work for employees as well as the development of manufacturing jobs which required the use of machinery. These two developments were done by Henry Gantt in 1901. In 1915, F.W. Harris developed the use of inventory for economic controls. The human relations department was developed by Elton Mayo in 1927 (Kumar, and Suresh, 2009, p. 284). Following this development was the use of statistical information to check and control the quality of various products by use of quality control charts. This development was by W.A. Shewart in 1931. This contribution was further developed into sampling techniques to control quality of products and for inspection purposes in 1935 by H.F
Ethical Theories of Business Ethics Virtue theory is based on the strong belief that people should act in accordance with major virtues. These virtues are developing throughout a person’s life and they are based on the principle of moderate behavior. Thus, a person should not strive for excessive pleasures or avoid any pleasures at all. If a company follows this ethical theory, it will produce high-quality products at fair prices. The company will not urge for profit at all cost and it will treat employees accordingly. Employees will work in the favorable atmosphere and will get fair salaries and benefits. This will be the moderate behavior that is consistent with the virtue theory. The duty theory is quite similar to the one mentioned above as it also focuses on certain rules. Thus, people are born with certain understanding of the right or wrong, as universal moral rules exist. Being honest, not to steal, not to kill are some of these morals or, in other words, duties. Companies that adopt this approach never engage into unethical or unlawful activities. They try to make sure that all of their operations are transparent. They provide high-quality products or services they treat their employees in accordance with such principles as respect, equal opportunities, fair salary, certain control over employees’ conduct. If the company’s partner or an employee breaks some rules (is engaged in fraudulent activities), the company stops working with them. Utilitarianism is another ethical theory companies may adopt. The theory is based on the principle of providing the good to as many people as possible. Thus, companies implement cost-benefit analysis and make decisions. Companies try to provide high-quality products and services. However, they may also try to reduce costs by reducing salaries of or even firing employees to make their operations more efficient. They can often choose to save jobs for the majority at the expense of the limited num
Introduction In the article “Supply chain alignment as process: Contracting, learning and pay-for-performance,” Kostas Selviaridis and Martin Spring sought to investigate how buyers and sellers in supply chains align their performance through the process of learning. Specifically, the authors were interested in the contracting behavior of companies and how this behavior changed over time. For that reason, two longitude case studies were conducted which adopted contract analysis and manager interview methods for investigation purposes. The results indicated that prolonged collaboration leads to mutual learning of business counterparts concerning each other’s behavior, pursued goals, and communication styles, which facilitates future bilateral negotiations between these partners. In this regard, this paper intends to, firstly, present what is supply chain alignment based on Selviaridis and Spring’s understanding and, secondly, discuss the results of their case study. Moreover, it seeks to analyze the actions that the companies should take to ensure an aligned supply chain based on the researchers’ findings and explain why they are important. Learning and Trust in Alignment Process Selviaridis and Spring (2017) view achieving supply chain alignment as a continuous process of managerial efforts contrary to the once reached state of equilibrium. The authors argue that the ever-changing nature of the market explains such a condition. Moreover, it is maintained that managers do not possess the full information about their counterparts since the beginning of the partnership; rather, the counteragents learn about other company’s behavior through longer periods of interaction. As a result of mutual research, the relations between partners gradually improve – which is manifested in better and more balanced contracts – and, thus, the supply chain becomes more aligned. Additionally, the researchers argue that trust – the second important antecedent of increased alignment – cannot appear immediately during or after the first encounter but is gradually built. Therefore, Selviaridis and Spring (2017) conclude that the companies should seek to build long-term relations based on continuous mutual learning to achieve a more integrated supply chain. Case Studies To prove their claims, the authors conducted two longitude case studies. Case A presents the situation when one of the companies decides to change performance priorities and, thus, reevaluates the demands to counteragents. Selviaridis and Spring (2017) found that it took the partners several unsatisfying attempts to balance the interests of both sides before the counteragents reached an agreement and alignment. The researchers determined that the main reason behind the success was the managers’ desire to collaborate and learn what is important for the counteragents. On the other hand, Case B showed that learning might not only happen regarding the partners but also regarding the contract itself. In this regard, it was found that companies needed time to discover how to formulat
In a school environment, educational goals are achieved through the social support of the students, parents and staff members. This is because they need each other so that they can deliver services. The school and the entire community should have a binding relationship with the pupils. Social workers need to have a new approach to their duties so that they can offer social support and services to the society. In this attempt they will offer counseling to the children, their family members and to the school. The specific needs of the children would vary because of their family background and problems, physical inability as well as social needs that children require to coup with situations in life. Their problem-solving capabilities and their confidence in interacting with others need to be nurtured to ensure that they grow and develop into responsible adults. The major responsibility of school social workers is to provide good and quality education, counseling and more often, they should discuss on use of available resource to improve the lives of the members of the society. Delivery of services is very crucial and will depend on various factors which would promote or undermine the efforts of social workers. In a survey conducted by state association, various commissions, workers and employers identified different variables to effective service delivery. Among those sampled were members from NASW, American Federation of Teachers and from other associations. It was noted that majority of them had multiple membership. The rating factors that were used to identify the key factors to effective learning were discussed. (Charkin, 1985) It was found that it was necessary to show a degree of professionalism by providing good leadership strategies and being of benefit to the community. It was necessary that children be counseled from time to time on matters concerning issues of life such as education and social interactions. It is necessary that parents are involved in decision making. These will enhance participation, or involvement in the education processes. These contributions through offering of suggestions and opinions can go along way in improving the success and education standards of a school. The size of the school, the geographical position as well as the community are determining factors of good leadership and policy making in the administrative duties. The performance of school social workers was found to be on collaborative attachments
ISO 9001:2015 is an updated version of ISO 9001:2008 that, according to NQA (n.d.), is the best practice in the field of quality management. The line of ISO 9001 embraces quality management standards that are aimed at guiding organizations in achieving continuous quality and efficiency growth, customer satisfaction, and reputation improvement (NQA n.d.). The developers believe that the 2015 version is more flexible in its treatment of the processes but more resolute from the point of view of the quality standards that must be achieved (NQA 2015). The NQA Certification (2015) webinar shows that the 2015 version modifies multiple sections of the standard by introducing new requirements and terminology and removing some undesirable references (for example, to exclusions). Moreover, it has a greater emphasis on evaluation, leadership, engagement, resources (external and internal), and the environment. Other important elements of the updated version are the process and risk-based thinking as well as the plan-do-check-act framework (ISO 2015). NQA Certification (2015) webinar also highlights the fact that the new standard is more detailed and clear, which may be the result paying more attention to its terminology and concepts (ISO 2015). The 2015 standard has been developed with organizations’ benefit in mind (NQA 2015), which also explains the focus on language and terminology: the developers wanted the standard to be easy to use. The developers also comment on the fact that ISO 9001 is still evolving; they created an update that reflects modern trends in business and helps modern organizations in maintaining and improving quality and efficiency (ISO 2015). Therefore, the update is not final, and ISO 9001 is going to evolve further to become better and respond to future challenges. Reference List ISO 2015, All you need to know about ISO 9001:Web. NQA Certification, NQA ISO 9001:2015 Transition Webinar , Web. NQA n.d., ISO 9001:2008 OR ISO 9001:2015 , Web. NQA, ISO 9001:2015 , Web.