ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction The idea of performing a needs assessment in an organization appears from the necessity to identify the most pressing problems and provide effective solutions to eliminate them. As a result, there may appear new HR policies or training programs (Kaufman & Guerra-Lopez, 2013). The case study at hand is devoted to Summit Credit Union, in which new lenders begin their work without undergoing training in particular aspects related to their job. The problem is that their knowledge received before the beginning of practice is insufficient to start working. They only have a general idea about the principles of the lending system operation and the types of loans. Thus, a need assessment is required to determine what training opportunities can help them improve their job skills. Needs Assessment To target the organizational issue described above, it is essential to locate a particular need for training. For this purpose, it is required to perform: 1) organizational analysis, 2) person analysis, 3) and task analysis–the three major steps of a needs assessment. This separation allows conducting in-depth research while isolating the influence of external factors (Kaufman & Guerra-Lopez, 2013). Once the evaluation is completed, the organization leader may choose from the list of possible training solutions. At the first stage of the assessment, it will be determined what the organization needs to achieve and whether new training programs can be beneficial for it (Golin & Delhaise, 2013). As soon as the goals are identified, it will be possible to judge whether the company has all the necessary resources for executing its plans. The second step is to conduct a person analysis. Its purpose is to identify whether employees need training and how this is indicated by their performance. To understand this, desirable and existing capabilities and performance indicators are compared. If the assessment procedure reveals that training is required indeed, it must be decided who will provide and receive it. Moreover, it is essential to understand what competencies employees lack and in what areas improvement is crucial (Golin & Delhaise, 2013). At this stage, it will be clear if the problem is in the training curriculum or it has other underlying causes such as the lack of motivation or any other human-related factors. If it is not about training, there is no need for the third step of the assessme
Introduction The demand for automobiles in the 21 st Century underscores the substantial need for the industry’s growth in a bid to satisfy the market. Dominant automobile organisations such as General Motors, Chrysler, and Ford have expanded their operations to various regions of the international market with the aim of safeguarding their market share (Bedwell 2009). The likes of Mercedes-Benz, Toyota, Nissan, Subaru, Volkswagen, and BMW have ventured into the international market, thus creating unease among the big companies such as General Motors (Canis 2011). For this reason, some automobile companies such as General Motors have been engaging in intensive market research in a bid to improve their marketing and sales through an analysis of their competitors’ strengths and weaknesses. This report will investigate the Australian automobiles industry with regard to Holden General Motors, which announced the abandonment of its manufacturing capacities and diverge into full importation of automobiles by 2017. A recommended venture will then be put forward after conducting a critical analysis of the environment surrounding Holden General Motors and identify strategies that would increase revenue. Background to General Motors General Motors was founded in 1908 under the leadership of William Durant ( General Motors 2015). Having its base in the US, GM has ever since become a multinational company operating in not less than 120 countries. According to Vlasic (2011), the major brands that GM operates in include Cadillac, Chevrolet, Holden, Isuzu, GMC, Holden, and Opel. GM has been on the frontline towards facilitating technological advancements in the automobile industry with the continued innovation of electric vehicles, improved batteries, and power controls (McLaren 2012). The transnational company upholds the essence of corporate social responsibility that has seen it initiate developmental projects in sectors like health and education in six continents. Recommended GM-Holden venture Proposal Venture description Given that GM Holden will close its manufacturing plant in southern Australia and shift towards the importation of automobiles by 2017, venturing into new markets could also be a viable option. For this reason, merging with the Australian Transit Enterprises (ATE) would be a viable strategy that upholds the core values associated with GM. The road transport network in Australia is full of opportunities especially in the commuting and freights aspects ( Infrastructure Partnerships Australia 2008). In this light, Holden could seize the available opportunities by merging with ATE and build a formidable image in Australia. Innovative strategies include the importation of sophisticated commuter buses and freight vehicles from reputable organisations like GM. The company’s experience with GM would enhance the ease of navigation in the new venture. The Australian transport industry is reported to have an average annual growth
Recent decades saw the publishing of a number of historical books, the authors of which promote essentially a revisionist outlook on the history of WW2. Omer Bartov’s Hitler’s army: Soldiers, Nazis, and war in the Third Reich represents a good example of such a literature, because in it, the author had made a point in trying to reveal the conceptual fallaciousness of an idea that, during the course of Germany’s campaign in Eastern front, Wehrmacht had fought in a gallant manner and that it is namely the Waffen SS, which should be solely blamed for the atrocities, committed against Soviet civilians through 1941-1944. According to Bartov, throughout the course of hostilities, German soldiers were becoming increasingly committed to Nazi ideology, which in its turn, had naturally predisposed them towards conducting the ‘war of annihilation’: “Unable to rely on its hitherto highly successful Blitzkrieg tactics, the Wehrmacht accepted Hitler’s view that this was an all-or-nothing struggle for survival, a ‘war of ideologies’ which demanded total spiritual commitment” (p. 4). Author strives to substantiate the soundness of this idea by pointing out to the fact that, throughout campaign’s initial stages, the representatives of ‘primary groups’ within German army (consisting of Prussian aristocratic officers) had been effectively eliminated due to a high atrocity rate. Therefore, through years 1942-1943, Wehrmacht had ceased being the army of professionals, in traditional sense of this word. Instead, it became the ‘army of civilians’, who compensated for their lack of military training with the sheer extent of their commitment to the Nazi cause: “Nazi propaganda did its utmost to convince the troops (Wehrmacht) that they were defending humanity against a demonic invasion” (p. 9). Hence, Bartov’s thesis – Wehrmacht used to indulge in genocidal actions against civilians in Russia to the same extent as it used to be the case with Waffen SS. Apparently, author implies that the very fact that German soldiers considered Russians sub-humans, had motivated them to fight to the bitter end. Nevertheless, even though Bartov’s book contains a number of legitimate suggestions, as to the manner in which German army had fought the Soviets, it appears that in many cases author deliberately tried to misrepresent these suggestions’ actual significance. For example, unlike most contemporary historians, Bartov had proven himself being intellectually honest enough by dispelling the myth that in the summer of 1941 Wehrmacht enjoyed a complete technical and numerical superiority over the Red Army: “In June 1941 the Ostheer’s troops attac
Downsising of the production cost is every organization’s goal. In the fight to reduce the cost of production, two approaches can be employed, that is the lean and the six sigma approaches. The lean approach, aimed at cutting the cost of production by eliminating sections in a production line that are of no value to the finished product. On the other side of the coin, six sigma practitioners believe that enormous variations in the production process are uneconomical. Both approaches have a common objective of reducing waste during production. Despite the fact that there are similarities between lean and Six Sigma, there are also truly outstanding differences. For example, the lean approach aims at improving the flow of the process, while Six Sigma is directed towards enhancing the flow of the process. This notwithstanding, it is best to adopt the two processes for maximum benefit to the organization and, hence, lean six sigma. The benefits are realized since the lean approach will be advocating on reduction of the steps in production, while the six sigma approach will be fighting for a smooth flow of the process, hence, improved production at a reduced cost. In every business organization, planning plays an extremely pivotal role. Planning can be outlined as the process of setting up goals, determining the way of achieving the goals, implementing the plan by following the decided method, and finally, evaluating the whole plan to see whether the set objectives have been met. The various levels of business planning are strategic planning, business planning, and operational planning. At the strategic planning level, there is a clear understanding of what the organization is. This involves setting up the overall objectives to be achieved. The strategic plan is qualified to the second level, which is the business plan. The business plan entails deciding on the activities that the organization will carry out, so as to compete with a rival organization. The activities planned, are then passed on to the last level of business planning, which is the operational plan. In the operational planning, more flesh is added to the strategic plan so that the main objectives are broken down into finer detail prior to implantation and, hence, achieving the laid down objectives. The difference between the levels of business planning is in terms of time, the magnitude of objectives, and the focus. A strategic plan takes a long duration of about three years, while the operational plan may take less than a year. In terms of the focus, strategic plan looks at the whole business, business plan – at the business unit, while the operational plan focuses on the resources and activities at a given area of the business. Core competency is a measure of the business competitive advantage. In other words, core competency spells the strengths that an organisation can maximise, to outdo the competitors. When an organisation has a strong core competency, it enjoys better production and, in this connection, offers its customer improved products and servi
Summary The article reviews the customer relationship management (CRM) evolution from product-centric to customer-based business culture. Notably, the advent of digital media has provided consumers with new communication possibilities. Specifically, websites empower consumers to engage in behaviors that others can consume now or in the future irrespective of the location. Notably, digital media breakthrough has enabled consumers to gather, exchange, and share information regarding products, services, and personal experiences on particular brands. These abilities have converted consumers to “Prosumers”; that is, they are producers and consumers of brand information. CRM is based on the desire to establish a business environment that embraces efficient management of customer relationships. Mainly, it is founded on relationship marketing, whose objective is to enhance long-term profitability through managing customer relationships. The advent of information technology tools such as data warehousing and data mining techniques have led to the establishment and development of a modern CRM (Social CRM). Although information technology tools are useful in the management of customer relationships, they are insufficient for building mutual trust between buyers and sellers. Thus, Social CRM with philosophy and business strategy characterized by business rules, process, social characteristics, and technology platforms is needed to provide enterprises and customers with mutual benefits in a trusted and transparent business environment. In Social CRM, companies and clients should engage in talking, listening and learning from one another. The empirical findings of Giannakis-Bompolis and Boutsouki (2014) study show the presence of a strong relationship between traditional CRM and Social CRM, where the primary objective is customer engagement. It is prudent to engage customers in enterprise procedures through traditional CRM. Again, the findings show the need for banks to satisfy their customers, gain their trust, and make them feel and act with loyalty. On Social CRM, the authors identify its application in e-commerce and m-CRM. Notably, they recommend enterprises to take the advantage of mobile devices such as smartphones, blackberries, and tablets to seize bus
Abstract International trade is quickly becoming an acceptable business practice in most countries. Since researchers have proven that international business improves the economic and social welfares of different societies, many countries are now fixated on attracting and securing foreign investments. However, several environmental factors undermine this quest. For instance, political instability has significantly undermined international investments in the Middle East and North Africa states (MENA). The future of this region in securing foreign investment has therefore been shaky. After considering the legal, political, social, and economic dynamics of the region, this paper proposes that MENA countries should demonstrate a strong commitment to safeguard foreign investments to ensure they continue to attract foreign investments, even in the wake of political turmoil. This paper also suggests that the willingness of MENA states to uphold bilateral and international trade treaties should support this commitment. Introduction Introducing the Project Middle East and North Africa (MENA) is a strategic region for many international investors. The main economic driver of the region has traditionally been the oil industry, but recent years have seen the diversification of MENA economies to include construction and tourism sectors (Zengyu 2013). Despite the tremendous economic potential of the region, ongoing political instabilities have characterised MENA’s economic outlook (Zengyu 2013). These instabilities caused many investors to worry about the future of their investments in the region. Consequently, foreign direct investments (FDI) in most MENA countries have declined. This paper focuses on the declining investor confidence as a challenge for MENA countries to uphold FDIs in the region. To have a comprehensive insight on this phenomenon, this paper explores several political, social, and economic aspects of the MENA region. In detail, this paper explores the MENA marketplace, MENA legal environment, and the political environment of the region. Additionally, a theoretical analysis of FDI investments in the region leads this paper to explore the influence of capital market theories and other FDI theories in explaining the declining foreign investments in the region. The Middle East and North Africa (MENA) MENA is an acronym used to refer to the Middle East and North Africa states. Since many experts use this term for academic purposes, it is crucial to mention the scope of MENA. MENA stretches from Morocco to Iran (Zengyu 2013). This region also encompasses most Middle East and Maghreb countries. Generally, a conservative estimate of MENA’s population shows that the region hosts about 400 million people (Devlin 2010). Perhaps the most distinguishing feature about MENA is its vast oil reserves and natural gas. According to Devlin (2010), about 60% of the global oil reserves are located in the MENA region. Furthermore, more than 40% of the world’s natural gas comes from MENA states (Devlin 2010). The centralisation of the world’s oi
Introduction Insatiable nature of human needs and wants has been a subject, which has been explored in various academic, social, and economic fields. In religious circles, the bible forms the backbone of the Christian faith, and it houses sixty-six books written in different genres and by different authors. According to Christians, God inspired all the forty authors of the bible, which renders the bible inerrancy and infallible. Significantly, the many genres of the bible enable Christians to understand the word of God easily. However, since the bible is the central book in Christianity, its inerrancy and inspiration has triggered endless and unquenchable desire for better and newer things among humanity. Christian’s perception/definition on bible inerrancy Intellectual realm is where the insatiability of human nature lies, and thus there is need to go beyond what is attainable by mere human ability. In the process of searching for the meaning of existence, human beings have proliferated thousands of different religions in different societies throughout the world, and countless religious writings and sacred texts attempting to satisfy their intellectual conundrum (Imperato 85). Christians are propagating the bible teachings because they view them as inerrant. Inerrancy is in different categories, strict/absolute, limited, or no inerrancy at all. According to Catholics, strict inerrancy means that the bible is free of errors because God inspired the authors (Lindsell 90). On the contrary, the concept of limited inerrancy speculates that, the bible is true on specified areas about morality and faith among others. However, it is errant on matters pertaining scientific or historical events (Stuart 80). Strict inerrancy seems more convincing because the content or words of the bible are from God. According to Grudem, bible inerrancy means, “the inerrancy of Scripture means that Scripture in the original manuscripts does not affirm anything that is contrary to fact” (49) while others, think there is no scripture, which confirms God inspired the authors. Relationship between inerrancy and inspiration The liberal Protestants and some Catholics disagree with strict inerrancy of the bible because it is inaccurate on scientific and historical matters and has religious politics (Stuart 67). Catholicism firmly support that the bible is inerrant (Imperato 100). For instance, some of the leaders acknowledge the bible as a firm and faithful book written without error; a book that teaches about God’s salvation (Geisler 294), which means the issue is not debatable per their doctrines. The catholic doctrines teach that God cannot inspire people to write untrue events in the bible (Geisler 86). Therefore, God inspired both the words and the authors. Inspiration is a strong influence by God to human minds. Catholicism asserts that the words in the bible came directly from God but through the authors (Albl 79). On the other hand, some Protestants assert that, God inspired the ori
Name and describe the leadership approach taken This leadership was unique in that the three top leaders operated as one, even though each one of them contributed differently from the other as they specialized in different fields of business operation. This brought significant success to the implementation of the ERP system. NIBCO did not designate an individual project leader, a scenario that made many consultants skeptical of the viability of the project, arguing that the decisions would be unsatisfactory. Moreover, the IBM change management strategy was general and sub standard, which did not exhibit any ERP characteristics as opposed to the other forms of leadership. NIBCO’s leadership was designed as a triad management which comprised of three top managers. The managers who assumed these top level of management included Wilson (who was the director in charge of Information), Davis (previously the director quality management), and Beutler (formerly the Operations VP). This trio reported to the senior chair, president, and CEO known as Rex Martin. The leaders were appointed and approved in July, 1996. There were however, other directors under the core trio giving an aggregate sum of twenty-eight directors, with the co-leads included who stayed in the company until the full realization of the set goals. The NIBCO leadership was successful in establishing a unit enterprise resource planning (ERP) system, SAP R/3 instead of the 3 to 5 year phased approach after its approval by the Executive Leadership Team (ELT) and Board of Directors. This would considerably reduce the inventory expenses and subsequently increase the revenue estimated at 6%. Though the implementation of the big bang would result in increased consultation expenses, it was viewed as to last only in the short run, while the long-run effect would be a reduction in the overall cost of the projected budget. Name and describe one communication approach taken The communication strategy was enacted in an effort to acquire change management. It was launched to open up various channels of communication to facilitate better communication between the project team and other NIBCO associates, as well as other business people. Additionally, NIBCO intended to build a team-working environment through participating in TIGER talks that focused on various aspects of entrepreneurship. Don Hoffman was in charge of the meetings, which comprised of Davis and other chosen TIGER team players, who made presentations and answered questions. The initial stages of its implementation stared with holding of person-to-person discussions, wherebythe the final report was published and released to the other team members of the organization within 48 hours. This was normally an open forum headed by Don Hoffman and anyone could participate though it was expected that a Focus Group member would be among those present. This strategy was adopted in January 1996 and mid-way towards compl