The Transformation Model of Commnication in Cotrast to Transmission Mo Essay

The Transformation Model of Commnication in Cotrast to Transmission Model - Essay Example Communication takes place when a sender encodes a message and sends it through the communication channel which can be affected by noise or some sort of interferences. When the intended recipient receives and decodes the message then the intended person may or may not provide feedback as a result. The communication process completes once the intended receiver is able to decode or understand the sender’s message (Littlejohn, 2008). The transmission model of communication is a model which is designed for reducing communication to a process of transmitting information. This approach is also known as an informational approach to communication. This model was presented by Shannon and Weaver in 1949 which was discussed in detail by Chandler on one his text (Sudakshina). The transmission model consists of the following five elements: Any noise which interferes with the traveling message is a dysfunctional element which can either be internal or external. Internal noise arises from the receiver’s knowledge, attitudes and beliefs whereas external noise is which comes from other sources. These internal and external noises can strengthen the intended message or in other words, can weaken the intended effect. The alternatives to the transmissive models of communication are transformational or constructive approaches. These perspectives are designed in order to construct a meaningful message by initiators and interpreters rather than just simply transmitting (Werner Joseph Severin, 2001). Transformative Communication is an approach which is a creative communication process in which people are challenged, empowered and inspired to change belief systems and behaviors. All these transformations are done for facing challenges, discover prospects and opportunities in a changing environment. Transformative Communication is used to support daily activities, peace, conflict resolution, empowerment, healing and more. (Swartz, 2008) Transformative Communication was developed by  Marshall Rosenberg with the sole intention of creating peace through speech and communication.

Discuss the interpretation of the First Industrial Revolution as an Term Paper

Discuss the interpretation of the First Industrial Revolution as an Industrious Revolution - Term Paper Example The industries that were in charge of production at that time were not creative enough to offer a variety of goods and services from which to choose, thus the industrious revolution began because of the increase in demand for the consumer products that would satisfy families of the time. Consumers were not only focused on the change of taste, but they were also concerned about the provisions of goods for a different class, that is, regular goods and highly sophisticated goods within the society. The demand was also based on sex. Males and females in different careers were concerned with different demands that would show a difference in the society depending on their biological nature. The textile and automobile industries were the most affected as the demand for high-quality clothes and machinery was great. The speedy growth of the population in towns and cities also increased the demand for food production. Families were looking not only for the provision of food but also the quality of food. Therefore, the demand for quality food was a major concern that was driving the industrious revolution. The great demand from the consumer was increasing pressure on industry. The owners of the industries were responding by allocating more work to the labourers so that they could produce more goods. The need to produce more goods and meet the ultimatum of the consumers led to the onset of the industrial revolution. This revolution occurred when the factory workers started to realise that they were working so hard, but their salaries were not increasing. Therefore, the workers began to demand higher pay. The industrialists, on the other hand, were not willing to add a penny to their workforces (Soule). Since there were no proper laws protecting the labourers, they were humiliated by their bosses and sometimes they were forced to work. The force used can be tracked to the servitude

Continuous Improvement in Software Development

Continuous Improvement in Software Development The above principle concerns the close, daily collaboration between business people and customers is an important one for Agile as it ensures the usability of the product and consequently quality of work to fulfil the customers requirement in the best way possible (Cohn, 2005). The principle reflects the agile value of customer collaboration over contract negotiation. Schwaber (2004) highlights the importance of this principle as during the last decades with the increasing complexity of IT project, developers and customers have been drifting apart due to unsuitable methodologies that obstruct effective customer collaboration. Requirement collection following this agile principle goes beyond the requirement collection of traditional project management methodologies (Cobb, 2011). Beck (2000) suggests that when using XP, there should always be a customer on site to be able to answer all arising questions instantaneously. Customers often have different or no expectations from a project which emphasizes the need of close collaboration to detect any discrepancies (Cohn, 2005). Cohn (2005) further argues that through daily meetings changing requirements originating in rapidly evolving business environment can be addressed immediately and realignment of the strategy and deliverables is possible. However, the practice of daily customer meetings was not achievable during the wiki project; nonetheless, the team was able to consult with the customer frequently through email and very short response times allowed areas of unclarity to be resolved promptly. This close collaboration was often used to clarify small details in the requirements to increase the customer satisfaction through implementing change request without delay. When this principle is applied cautiously and thoroughly, a high level of trust can be developed between the two parties involved (Schwaber, 2004). Highsmith (2009) further argues that trust is a very important issue to be valued as it enhances the team cohesion and quality of collaborative work. This is supported by the experienced Group Green has made during the wiki project. During iteration 1 and 2, all requirements have been comprehensively discussed and clarified within the team and with the customer during iteration planning and initial customer consultation. After the team has started developing the iterations product, the customer was consulted again to resolve any remaining unclarities. Through this practice of close collaboration the quality of the product was at a very high level which was reflected through the outstanding feedback from the customer. However, during iteration 3 this high level of cooperation with the customer was neglected by the team which was been reflected in the iteration review meeting. The customer was not as satisfied with the product as in the previous two iterations, because the team failed to fulfill the customers requirements and specifications. In the subsequent iteration it was the Scrum Masters top priority to involve the customer again in more detail to enhance communication and idea exchange, removing impediment between the customer and the development team as suggested by Schwaber (2004). To adhere and to apply this principle might be one of the most valuable lessons learned in this project, as the close collaboration ensures a high quality of work and subsequently high customer satisfaction. The principle of sustainable development relates to the aim of developing the product in a constant pace without any perks in development velocity. Sustainability has a great significance, as the whole process of agile development is aimed to be a sustainable approach (Augustine, 2005). Poppendieck and Poppendieck (2003) note that companies which have adopted lean thinking have achieved a significant sustainable performance improvement. Stellman and Greene (2014) highlight that the breaking down of the whole project into smaller more manageable chunks facilitates the process of determining realistic durations of every story point or piece of work that is to be developed. The ability of estimating realistic durations enables the project team to give accurate predictions of the development time of the whole product. This supports a very steady flow of product development and the team can work in a constant and sustainable pace (Cohn, 2005). In software development, this constant flow leads to a higher quality of code and fewer inconsistencies in the source code. In consequence, less time is needed to address bug fixing, which make the whole concept more sustainable and viable (Cohn, 2005). Bug fixing, improving flaws and making corrections often lead to a higher work load for the project team and consequently lowers the motivation and increases the stress the team experiences. The stress primarily results from the still existing deadline at the end of the short iteration which still needs to be met, despite the amount of required re-work. Cohn (2005) further stipulates that over time, the customer realises and acknowledges the high quality, which subsequently enables trust to be developed between the customer and the project team. Cobb (2011) further points out that all team members, not just developers, need to keep pace with each other throughout the whole duration of the project. In agile development, the iterations prevent team members to step in or out of the project in different phases. As a result, the development of the product is much more fluent, as all team member can built up trust and develop a high team cohesion (Cobb, 2011). Cohn (2005) further argues that this can lead to a higher motivation for the project team as they feel empowered and are more willing to achieve better results. Whitworth and Biddle (2007) conclude that agile planning reduces tensions and conflicts and the consecutive development of small tasks promotes motivation in the team, which altogether which leads to an overall quality improvement. In practice, Team Green has experienced the value of this principle, however, not in as much detail as in real-life practice. The project was already divided into weekly iterations, which established the grounds of sustainable development. However, the team experienced the value of dividing the whole project deliverables into smaller parts as this practice greatly improves transparency and clearness of what requirements need to be fulfilled and how this can be achieved. The internally agreed deadlines did not drastically change during the whole project duration. This way the team was able to realise a routine of weekly development, which greatly helped and supported in developing a high-quality product. Trust among the team has been developed at the same time, which facilitated the sustainable development. An important lesson learned in this regard is the necessity of splitting the workload and thoroughly planning durations of the single pieces of work. This greatly benefits a sustainable, constant pace of development and consequently increases the product quality and customer satisfaction. The last agile principle states that the team should regularly reflect on how to become more effective and adopt their work processes accordingly. Through the alignment of the overall approach and the strategy of development, the project team aims to increase the quality baseline of the developed work. Stellman and Greene (2014) note that it is important to include retrospectives to evaluate and assess performance to figure out ways on how to become more effective in future projects. This retrospective should not be limited to one meeting at the end of a project but should be implemented immediately when any possible improvements are recognised. According to Beck (2000) the project team should use daily stand up meetings to get discuss any areas of general development improvement. If this is not possible, the team should try to incorporate a retrospective at least after finishing every iteration (Smith and Upton, 2015). Cobb (2011) elaborates on this in saying that sprints in agile a re generally much shorter than the development duration of traditional approaches, which facilitates the reflecting process. The concept of continuous improvement is linked to lean software development and based on the Kaizen philosophy and re-engineering approach to heighten the standard of status quo to achieve better quality products (Bond, 1999). Kaizen and re-engineering philosophy were originally deduced from operational management in logistics, but can be applied to other improvement processes such as Agile product development. Typically, the improvement process can be divided into four consecutive stages: 1. maintaining process status quo 2. process improvement 3. process re-engineering 4. achieving process stability. Group Green applied this principle during most of the wiki project. In the first two iterations, the team held one retrospective at the end of each iteration to identify areas of improvement and ways to implement more agile principles than the ones that were already used. This practice lead to a high quality of product and customer satisfaction. However, during iteration 3 this principle was neglected and the team did not pursue the strive of further improvement. This was reflected in reduced customer satisfaction in comparison to the previous iterations. In response, the team decided to add an additional retrospective reflect on how to further improve their development process to retrieve the higher quality standard and customer satisfaction of previous iterations. Based on this positive experience of reinforcing this principle it was agreed that an additional retrospective is being held at the end of the wiki project to ensure a high quality of final assignment report. Reflecting t he whole development process, it can be said with certainty that lessons learned includes the necessity of consequently applying this principle. Only by doing so, the prerequisite is fulfilled to continuously deliver high quality products and achiever customer satisfaction.

Essay --

Eileen Furnish Soc 343 Assignment #1 2/15/2014 The women I decided to interview is my boyfriend’s great-aunt Mary J. Spletter. I selected Mary J. Spletter because she has inspired and helped guide women through breast cancer. I also selected her because at the age of 25 she was diagnosed with breast cancer and she still remained positive and strong. I’m currently 25 years old and it made me realize not to take things for granted and to always stay positive regardless of what situation your in. I’m interviewing Mary in The Bellevue Club on the shores of Lake Merritt in Oakland, CA. This historical building has breathtaking views of Lake Merritt and a local bird sanctuary. We decided on this place because Mary is a member here. She also enjoys the rich history, having meals and takes swimming classes here. We decided to do the interview over lunch in the main dining room, which had high ceilings, marble flooring, and floral long curtains. This club was a former women’s social club and had a style of the 1920’s. Mary was born in Appleton, Wisconsin. While growing up she lived with her mother, her brother and youngest sister. Her father was in the military and eventually left them and moved to California. She lived a pretty good childhood, she attended church every Sunday and she was always interested in reading and writing. While growing up she saw her mother struggle to support 3 children but her mother was always strong and positive. Mary knew she wanted to do something with her life that inspired others and she knew that her writing could take her there. She also in enjoyed French and took many classes in high school and college. She graduated from University of Wisconsin, Madison with a Bachelor’s of Science in Journalism in ... ... Mary publish a book on breast cancer but she also counseled women who were going through breast cancer and undergone mastectomies. Her book has changed many lives and has opened our eyes on new procedures and treatments. Before dating her great nephew, my mother was also a breast cancer survivor who received Mary’s book â€Å"A Women’s Choice† and many other books on battling breast cancer. Even though Mary’s book was already outdated (my mom had breast cancer 14 years ago), my mother was able to gain knowledge on the certain points Mary explained in her book, it kept her mind off the chemotherapy she was doing and it also helped her stay positive. Mary J. Spletter wanted to help other women and share her story to the world since there weren’t many resources out there. She continues to mentor women and travels to speak with women about her personal experiences.

Changing Hr Practices in Cable Co

Changing HR practices in Cable Co Case study Table of Content 1. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 2. Problem diagnosis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 3. Data collection and analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 4. 1 Problem #1 – Human Resources planning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 4. 2 Problem #2 – Performance Management System†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 4. 3 Problem #3 – Recruitment and Selection processes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 4. Proposed Solution†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 5. 4 Human Resources planning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 5. 5 Performance Appraisal System†¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 5. 6 Recruitment and Selection process†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 References List†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Appendix 1 – The 4 stage Leadership Model Appendix 2 – Performance Appraisal form Appendix 3 – Giving Feedback Tool 1. Introduction This case study is based on Ca bleCo which is a joint venture between an Australian corporation AuzCo, and two Chinese organizations Post Bureau and PTA. The purpose of this report is to help the company to diagnose the problem, after research of the company’s background information, identify its causes and offer a solution.This new Australia and China joint venture is located in an Economics and Development Zone about 47 km from the downtown area of Tianjing, a well-developed industrial city in China. The main products of the joint venture are telecommunications and various other kinds of communication cables. The Company has 184 employees in total; most of them 60% (113) are employed in the Production Department, as it is the most important functional part of CableCo. The Company’s mission is expressed â€Å"to produce quality products, provide first-class service to customers and guarantee reliable delivery. The Company’s business strategy is to continuously develop new products, improve the quality of goods, reduce costs, and manage its human resources efficiently and strengthen management control. Implementation of the company’s strategy depended strongly on effective employee performance and management control (Zhu, Case Study A). The telecommunication sector in China where CableCo operates has undergone rapid development. There has been a steady growth in the total number of phones in China.Because of this reason, the cable industry in China has attracted many domestic and international investors. As supply exceeds demand in this market segment, it is more difficult maintain key employees. The CableCo management team has realized that improvements in efficiency and effectiveness had to be achieved through better utilization of its human resources (Zhu, Case Study A). 2. Problem Diagnosis After the initial meeting with the client it is found that the company’s authenticity is rather low in regards to managing their human resources.Although Cable Co realizes that its employees are the most valuable asset they have, the company still has a lot defects and inefficient processes in the HR management area. The key problem that the company is concerned about is how to improve effectiveness and efficiency of the Human Resources management that is the most important area in a highly competitive market. Cable Co is in danger to lose their image as a good quality product manufacturer because of uncertain business development strategy and employee internal dissatisfaction within a growing competitive market.The Management consultant’s main objective would be to assist the company in changing its HR practices and processes in order to improve Cable Co’s Human Resources Management and to enable effective operation in the highly competitive market within a multicultural working environment. A Structured model (Issue tree) enables us to see Cable Co’s situation more clearly. Using this model it would also facilitate in r ecognizing main causes and find the best ways for possible solutions for company’s problems (Fombrun and Nevins, 2004). Inefficient Human Resources Management Problem #2Defects in performance management system Job analysis/Performance appraisals Bonus system Problem #3 Recruitment & Selection Candidate database Selection Methods Problem #1 Organization’s Structure & HR Planning Short-term oriented HR planning To keep a stable workforce 3. Data collection and analysis In order to analyze the situation within Cable Co, data collection had been processed. There were two basic data collection approaches used – deductive and naturalistic. To gain a more detailed overview of the company’s situation the 4 stage leadership model is used.Structured interviews with each leadership team member were conducted. Also questionnaires based on employees’ current job satisfaction, understanding of job requirements and a rewards system were used in the data collectio n process. The work environment observations and interactions between managers, supervisors and employees along with the organization’s documents were an important information source during analyzing the situation in Cables Co. Based on previously constructed issue tree model, the main problem and its causes can be stated: 3. Problem #1 – Human Resources Planning * Organization’s Structure A lot of Chinese companies are operating under strict control of the government. There are unclear and different views between Chinese and Australian managers at Cable Co. Common ground rules and guidelines should be introduced. Currently some leading positions and responsibilies are overlapping or two positions are held by the same person. * Short-term oriented HR planning Both management parties (Chinese on one side, Australian on the other side) have different approaches to business development.To evaluate the demand for new employees the company uses its forecasted product ion needs, based on the market situation. Also data from AuzCo Australian are used as a standard to formulate the staffing needs in the production department. It seems that staffing needs analysis is more affected from how it is done in the West than in China, although it should be based more on China’s market situation. Obviously judgmental forecasting is used to forecast the company’s future employment needs this means that managers and other people within the company decide on staffing requirements. Gully, M. , Phillips M. 2009) There is no research data of Cable Co’s target market in China, and this causes management uncertainty and different opinions where the company is going and in which direction they are supposed be heading? Without knowing the company’s goals, it is very difficult for the managers to agree on a common staffing strategy. * Unstable workforce High turnover in locally recruited employees make it difficult to keep workforce stable w hich affects the effectiveness of the company which reflects badly on HR recruitment.Intensifying competition in employment market, gives a lot of opportunities for employees to seek employment elsewhere. This would have an impact on Cable Co’s productivity as production workers are one of the key employee groups in the company. 3. 2 Problem #2 – Performance Management System * Performance Appraisal system After conducting research interviews with production workers, it is understandable that the company’s performance management system had many defects that reduce its effectiveness. Effectiveness of the existing performance management system in Cable Co is very doubtful for the reason listed below:Key performance criteria for both managerial and non-managerial employees are the same. Appraisal performance results have been kept confidential from the evaluated employees. Evaluations made upon appraiser’s daily observations and individual judgments, make th e current system very subjective and results do not have validity. The company currently doesn’t have job analysis for most of its positions, which makes it really hard to evaluate the employees’ performance or to explain what are the main responsibilities and tasks for a position. Bonus System Currently there is no bonus system in the company. The previous system was used more to avoid potential conflict between employees and lost its function as a motivational tool. The bonus system based on defected performance evaluation process fails and decreases employees satisfaction. Operating in such a highly competitive market, it is essential to have motivated employees, and tools that help to keep them engaged. 3. 3 Problem #3 – Recruitment & Selection * Applicants databaseBecause the company does not have a common computerized database for all applicants, the recruitment process for every new position is more costly and more time consuming. Previous unsuccessful ca ndidates and interview records might be useful for the next recruitment project, but it is difficult to find this information without a database. * Candidate selection There are no common guidelines for the department managers to use when conducting the recruitment process, no selection criteria that would be based on and aligned with the company’s business strategy. 4.Proposed Solution To make changes in the organization’s structures, systems or processes managers should have support from people working within the organization otherwise it will be impossible (Fombrun and Nevins, 2004, p. 209). It is suggested that inefficient Human Resources Management system in the company can be improved by more effective HR planning, a reviewed performance management system and recruitment and selection processes. 4. 1 Solution #1 – Human Resources Planning 1. Organize meetings between Cable Co Board of directors, General Manager and Executive Manager.The objectives for this meeting should be: * To review company’s goals and business strategy; * To identify and review all Cable Co target market segments; * To organized repeated market research to evaluate domestic (China) market demand for their product; * Based on research, reformulate the company’s business development strategy; * Management team should always be present, especially if the company put such a great emphasis on management control in its business strategy and product quality. Formulate Human resources strategy aligned with business development goals that will enable to plan the company’s people resources more efficiently. A previously mentioned problem is that the company is unable to offer accommodation for its employees should be seriously reconsidered. * Review employment offer package – concentrating on accommodation facilities for employees other than those from the local area. * That way company’s candidate pool would be extended, that can increa se the best applicant attraction and give the company a competitive advantage. Organize a team to conduct accommodation market research; * Revise the company’s opportunities to offer accommodation or a housing allowance for their employees. * This will expand the company’s candidate pool and stabilize the workforce and turnover. 4. 2. Solution #2 – Performance Appraisal System â€Å"Employee Performance Management is a process for establishing a shared workforce understanding about what is to be achieved at an organization level. It is about aligning the organizational objectives with the employees' agreed measures, skills, competency requirements, development plans and the delivery of results. (http://www. peoplestreme. com/what-is-performance-management. shtml, 20/05/2012) It is essential to make sure employees know what the positions key requirements are for high performance are. It is hard to maintain or try to achieve any performance level if the employee is not aware what the key aspects they have been evaluated for are. It is recommended to revise key performance criteria for managerial and non managerial positions in the company. These key areas for both types of employees should be formulated in the positions job description.When conducting job analysis, human resources personnel should consider the company’s business strategy. In this case the company pursues cost leadership and differentiation strategies. This kind of business usually requires a workforce who are adaptable, efficiency oriented, trainable and willing to follow standardized procedures (Gully, M. , Phillips M. 2009). Firstly, it is suggested to determine key performance criteria for managers and all other employees, and show those in their job description. Job analysis, which include important aspects of a job and characteristics a worker needs to do it well (Gully, M. Phillips M. 2009) should be conducted for each position in the company. Job descriptions should be received by each employee on the day they sign the employment contract with the company. That way the employee clearly understands the company’s requirements for high performance and key performance criteria for their positions. Secondly, a new performance appraisal form should be developed (Appendix 1 – Performance Appraisal form), which allows matching the key performance criteria from the job description for different positions.An evaluation process should still be conducted from the top to the bottom, but it is important to have open communication and feedback on the results after employee evaluation. Employees won’t improve if managers or supervisors won’t give them honest and constructive feedback on their previous performance against the key criteria. As this is a new thing for supervisors and managers, it is recommended to set up guidelines on how to give constructive feedback about an employee’s performance (Appendix 2 – G iving feedback model). It is also advisable to process 360 degree feedback for company’s managers and supervisors.This would give managerial team a better understanding of their strengths and weaknesses and an insight on how others perceive them. Also provide an opportunity to adjust behaviors and develop skills that will enable them to excel at their jobs (http://www. custominsight. com/360-degree-feedback/what-is-360-degree-feedback. asp, 12/05/2012). A bonus system should be developed for key areas of the company such as Marketing and also Production Departments. It is also recommended to create an incentive plan for all employees if the company has reached its goal at the end of the year (for example, specific amount of sales or profit).That way all employees would feel rewarded, because everyone has contributed to improve productivity, profitability and to keep the organizations’ competitive advantage. Employee performance appraisal form results should also be tak en into consideration when building the bonus system. It should be based on sales results for the Marketing department and productivity and quality for the Production department employees. The company should consider a yearly bonus implementation for all employees if an annual target has been reached.A bonus system is a great motivational tool that means more motivated employees, better work engagement, improved productivity and product quality, which help the company to gain better profitability. 4. 3 Solution #3 – Recruitment and Selection process * Candidate Database It is recommended to invest in the company’s development by creating a computerized HRM system, which includes all previous applicants and records on current employees. Included information on TeleCo employees would be a great source for Cable Co further recruitment processes.In this HRM system the company could also create talent inventories – detailed records that summarize each employeeâ€℠¢s skills, competencies, and qualifications (Gully, M. , Phillips M. 2009, p. 126. ). This can be used as a very helpful tool in filling in future vacancies and also developing succession management in the company. * Recruitment and Selection If the company keeps involving line managers and supervisors in Human Resources processes, the selection and recruitment guidelines for management and supervisor’s team should be developed.It is important to have a formal instructions, and processes to follow when selecting, attracting, assessing and deploying employees (Gully, M. , Phillips M. 2009). Supervisors have to be competent to explain to the new employees what the key areas of the position are and what level of performance is expected from them. This information would be easily found in the job descriptions for each position, based on job analysis and performance appraisal reviews. These recommended changes will help Cable Co’s leadership team to improve the Human Resour ces management in the company and increase management control over organization’s processes.Reference List Gully. M, Phillips M. (2009). Strategic Staffing (2nd ed. ) Upper Saddle River, New Jersey: Pearson Education Fombrun. J, Nevids D. (2004). The Advice Business. Essential Tools and Models for Management Consulting, Upper Saddle River, New Jersey: Pearson Education Warner J. (2002) The Janus Performance Managament System: A Complete Performance Management Support Process for Individuals, Teams and the Entire Organization (Volume I), HRD Press Zhu J. C. Organizations Development and Change. Changing HR practices in China – Cable Co. Case Study A PeopleStream Pty. Ltd. Performance management. Retrieved from http://www. peoplestreme. com/what-is-performance-management. shtml Custom Insight. com. 360 Degree Solutions. Retrieved from http://www. custominsight. com/360-degree-feedback/what-is-360-degree-feedback. asp Business Balls, Performance Appraisal forms. Retrieved from http://www. businessballs. com/performanceappraisals. htm

Aung Sang Suu Kyi †Freedom from Fear Essay

It is simply not debatable that Aung Sang Suu Kyi speech, â€Å"Freedom from Fear† should be included in the category of â€Å"Communities and contexts: how ideas are generated through words†. I will show you why this is. Aung Sang Suu Kyi uses a substantial amount of pathos in her speech. When she combines pathos, antithesis and a lack of fear, she forms a speech that reaches out to people not only in her own country of Burma but also the whole UK Government and its allied nations. This is evident through her quote, â€Å"It is not power that corrupts but fear. Fear of losing power corrupts those who wield it and fear of the scourge of power corrupts those who are subject to it. † Through this we can see that she is calling the audience to think and therefore engaging the listeners to hear more about what she has to say. Also in the title of the speech in its self it portrays antithesis, showing that â€Å"Freedom from Fear† implies that there is always another way to go. In the Buddhist teachings on which Aung San Suu Kyi draws there are four ways in which we can forget our principles and be corrupted. We may be led by our selfish desires, by ill will and a desire to harm our enemies, by ignorance or by fear. She shows us that fear is most ominous and it’s certainly the greatest weapon of any cruelties. Aung Sang Suu Kyi tells us how the Burmese government subdue people by instilling fear of arrest, torture and death, aiming to foster the apathy and subservience that add up to a kind of moral corruption. In saying this Pathos is employed in a way, which Aung Sang Suu Kyi connects with her audience, for example, â€Å"If ideas and beliefs are to be denied validity outside the geographical and cultural bounds of their origin, Buddhism would be confined to north India, Christianity to a narrow tract in the Middle East and Islam to Arabia. † By mentioning different countries Aung Sang Suu Kyi helps to personify the worlds sorrow, and also shows the fear of Xenophobes.

The eNotes Blog Scholarship Spotlight September2016

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