Standardization vs. Customization free essay sample

Running head: COKE A Coke is a Coke ITT Tech PROBLEM Why do some of us have such strong soda preferences? Theres all this uproar of Coke vs. Pepsi, and really looking at the ingredients, the products arent all that different. Both are made of carbonated water, high fructose corn syrup, caramel color, sugar, phosphoric acid, caffeine, citric acid and natural flavors (Pendergrast, 2000, p. 6). The natural flavors are where they differ. Coke includes a secret ingredient known as Merchandise 7X, which sounds all mysterious and daring Pendergrast, p. ). According to Pendergrast, the slightest bit can make a big difference! But its hard to say why one person likes something while another person cant stand it. Though each soda has been around for more than a century, the two are still (and most likely always will be) competing for the worlds taste buds. Some may find it absurd to fght an ideological battle over the sodas, especially over two products whose only difference is a few chemical compounds, but for others, this is serious business. We will write a custom essay sample on Standardization vs. Customization or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines internationally. The Coca-Cola Company claims that the beverage is sold in more than 200 countries. It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke or (in European) as cola, pop, or in some parts of the U. S. , soda (Pendergrast, p. 6). Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century (Pendergrast, p. 6). The first Coca-Cola recipe was invented in a drugstore in Columbus, Georgia by John Pemberton, originally as a coca-wine called Pembertons French Wine Coca in 1885 (Pendergrast, p. 8) . When launched, Coca-Colas two key ingredients were cocaine (benzoylmethyl ecgonine) and caffeine. The cocaine was derived from the coca leaf and the caffeine from kola nut, leading to the name Coca- Cola (the K in Kola was replaced with a C for marketing purposes) (Pendergrast, p. In 1886, when Atlanta and Fulton County passed prohibition legislation, 8). Pemberton responded by developing Coca-Cola, essentially a non-alcoholic version of French Wine Cola (Pendergrast, 2008, p. 12). The first sales were at Jacobs Pharmacy in Atlanta, Georgia, on May 8, 1886 (Pendergrast, p. 12). It was initially sold as a patent medicine for five cents a glass at soda fountains, which were popular in the United States at the time due to the belief that carbonated water was good for the health.

A Bream Essay Example

A Bream Essay Example A Bream Essay A Bream Essay I was jolted awake by the noise of the vibrating alarm clock. I rolled stiffly onto my side and swiped it to the floor. I sighed and turned over to face the floor to ceiling window pane of my London apartment. I could see life scurrying below me; red buses and black cabs in a grey, uninspiring street. I closed my eyes and sank back into the memory foam, willing my heavy legs to swing over the edge of the bed.I darted around the kitchen, making toast, brewing coffee, opening letters, flicking through magazines. Glancing at my watch, I grabbed my green suede jacket, slipped on my patent heels and rushed to the glass elevator that would take me from my world to the real world.I plonked my keys, my briefcase and an over-filled Starbucks coffee cup on my desk and pushed open my laptop.‘Morning, Samantha. You look happy today.’ It was Toby; always eager to please. ‘Want anything from The Soul Kitchen?’‘No thanks. It’s a bit early, isn’t it?â₠¬â„¢Ã¢â‚¬ËœWell, no. It’s 11.30.’Was it really? I looked at my watch, half expecting it to have stopped.I sat down and looked at my desk calendar, filled with deadlines and red scribbles. What was the point of it all  The weekend had been oddly traumatic, looking through comics and childhood annuals in my old wardrobe. I began searching for a cardigan, as my mother’s house was always frigid and damp. But I found his moth-eaten, red jumper instead. Deep red, a burgundy red. A blood stain. It was all I could find. Should I wear it? The cold chill was spreading through me, fingers of ice at my ankles.‘Leave it alone! Just leave his things alone!’ Her face was contorted with anger.‘Please, I’m sorry. I was just looking for something†¦warm.’I knew it was my fault he was dead. My own brother was dead. And she would never forgive me.  I looked at the array of photos on my desk; a lovely husband standing with his arm around me o n a Caribbean beach. Two sweet little girls in school uniform smiling gap-toothed at the camera.

Transport and cultural geography of London Essay

Transport and cultural geography of London - Essay Example This research will begin with the statement that London developed the first underground railway in the world. The Metropolitan Company financed the construction of the railway that became the first to use electric engines for propulsion. Besides, the company built an escalator at Earls Court and Holloway. The underground train exists to date carrying 1.07 million passengers annually. The London underground tunnel hosts animals from deer to grass snakes. About half a million mice also dwell in these tunnels. The mosquitoes inhabiting the tunnels have evolved into a unique species for its insatiable biting. London now has seven major railway stations covering long distances. Â  Recent developments in London Heathrow airport make it the world’s busiest airports. The airport services both local and international travels. Heathrow airport has underground station served by an underground railway connecting the airport to Central London. Taxis are also available outside the airport. London also has 24 bridges over river Thames such as the Tower Bridge built in 1894. The London transport museum hosts all the developments in transportation beginning first inventions. The Roman settlers were the first to settle permanently in London. The World War II destroyed a large part of London. London has 7.5 million residents as indicated by the 2007 census. The population consists of people from different cultures and religions. The main geographical feature in London is Thames River, which runs through the city from east to southwest.

Finial exam Assignment Example | Topics and Well Written Essays - 1000 words

Finial exam - Assignment Example ii. The wages are in accordance with the Federal minimum wage which is $7.25 per hour – the lowest pay rate offered by the company. Although, the last minimum wage increase in California was in 2008 when it increased to $8 the Federal minimum wage remained at $7.25 per hour (Bernstein 2013). Both rates are expected to increase in the near future if the Governor and the President have their way to $10 per hour n 2016 (Bernstein 2013). iii. The level of inflation which is set at 3% for expenses is considered fair as it is close to the projected inflation rate. iv. The company took liability insurance into account even though it is not a requirement in California at this time. This is an indication of the importance it places on this issue. The areas which appear unreasonable relates to vehicle expenses, amounts omitted and the amortization period for the loan. These are outlined as follows: i. Motor vehicle expenses are assumed to remain constant from one year to the next. This is highly unlikely to happen since the Consumer Price Index (CPI) for 2013 indicated that license fees and the cost of maintaining a vehicle both increased (BLS 2013). ii. The amortization period for the loan is projected at 25 years. This equates with the depreciation period of 25 years on the building. It is highly unlikely that the lender would want to wait until the asset for which the loan is intended is at the end of its useful life before the loan repayment period expires. iii. All Assisted Living Facilities in the State of California are required to be licensed on an annual basis. The initial fee is a maximum of $1,500 for the first year and $750 each year for renewal in the future. This fee although immaterial was not considered. However, small it could mean the difference between a profit and a loss Contract for Construction The contract for construction indicates that the project would be registered as a limited liability company (LLC). This means that the company and not the contractor would be liable for damages resulting from the project. This also suggests that the contractor would be free of liabilities to anyone and that his liability would be limited to his investment in the project of $100,000. Furthermore, the suggestion that the other investors will have no say is unreasonable as it means that the general contractor is responsible to no one and will be able to do as he pleases. There is a conflict of interest and the contractor needs to face any consequence resulting from his mismanagement of the project. There is nothing in the contract about retention monies or the consequences of failure to complete the project on time. These are important issues that need to be addressed in any construction contract. In fact, the suggestion that the project will only start when all monies are received without consideration of the time value of money and the cost of delays are ludicrous and needs to be reconsidered. Analysis of the Anticipated Rate of R eturn The rate of return as calculated by the return on capital employed (ROCE) will be negative in the first four years and less than 1% in year 5 and 6. However, the return increases to 1.95% in year 7; 2.73 in year 8; 3.44 in year 9; and 4.42 in year ten. This trend is expected to

Conflict Of Laws In The Banking Industry Essay Example | Topics and Well Written Essays - 1000 words

Conflict Of Laws In The Banking Industry - Essay Example Nevertheless, a severable part of the contract which has a closer connection with another country may by way of exception be governed by the law of that other country.† The second sentence on Article 4(1) would make the jurisdiction of the transaction highly debatable as the location of the collateral would make it closer to Ruritania thus the question of whether or not the laws which will govern the disposal thereof would fall under the â€Å"severable†. In some countries, foreign entities are not allowed to own properties within its jurisdiction, which would bring about a conflict of laws on properties. Note also that is Article 4(2) of EC Convention on the Law Applicable to Contractual Obligations it is provided that â€Å"Subject to the provisions of paragraph 5 of this Article, it shall be presumed that the contract is most closely connected with the country where the party who is to effect the performance which is characteristic of the contract has, at the time of conclusion of the contract, his habitual residence, or, in the case of a body corporate or unincorporated, its central administration. However, if the contract is entered into in the course of that party's trade or profession, that country shall be the country in which the principal place of business is situated or, where under the terms of the contract the performance is to be effected through a place of business other than the principal place of business, the country in which that other place of business is situated.† The interpretation of the law is clearly enunciated in the leading case of Sierra Leone Telecommunications Co. Ltd. v. Barclays Bank Plc (1998) where it reiterated the general rule established under the case of Libyan Arab Foreign Bank v Bankers Trust Co [1989] that â€Å"where there is no choice of venue for redress or no provisions as to which law would apply is laid in the case of that the contract between a bank and its customer is governed by the law of the place where the account is kept, in the absence of agreement to the contrary† was affirmed.

The Essence Of Human Resource Management Theory Management Essay

The Essence Of Human Resource Management Theory Management Essay According to Martyn Shuttleworth (2009), literature review is a critical and in depth evaluation of research in which all sides of an argument must be clearly explainted, and areas of agreement and disagreement should be highlighted. In order to deal with the objectives and question proposed in the chapter 1, the author is going to find related theories in academic journals both online and paper, and other academic sources to provide the supervisor as well as readers a comprehensive overview of why the author is pursuing the research. In the chapter, the definition, components and practice of human resource management, human resource management in Vietnam and SMEs will be presented. In addition, the author will address the problems and find solutions to improve human resource management. 2.1: Human resource management definition There have been many lessons and also so much research both national and interational on the human resource management, which are widely applied in enterprises. And these primarily concentrate on the areas including the concept of human resource management, functions of human resource management and its applications. An debate on what is the essence of human resource management theory is still ongoing conversation. A review and research agenda put forth by Guest (1997) has endeavoured to pull all those arguments together. He indicates that there are diverse theories about human resource management including illustrative, strategic and normative. Firstly, descriptive theory states that the important inputs of an alternative of human resource management policy and practice such as creating employee influence, enforcing human resource flows and establishing incentive reward systems will influence on four key effects, which are commitment, competence, congruence and cost effectiveness. These leading to they will produce low labor turnover, loyal and faithful employees, who will commit to build up an organizations efficiency. This statement is also presented by Beer et al (1984) and Beaumont (1993). Secondly, strategic theory suggests that a good coordination between business strategy, human resource policy and practice will strengthen enterprises performance. Finally, normative theory describes a set of value that indicates human resource management practice applied to gain normative targets of high commitment to the enterprise. This will affect the performance of enterprises. Definition of human resource management is still in argument. Boxall and Purcell (2003) argue that this definition is affected by three issues. Firstly, human resource management is derived from a range of antecedents and depends on the stance and philosophy of the analyst. Secondly, it contributes to the analysis of the employment relationship, and is reliant upon context. Finally, the significance of human resource management is variable, which emphasize people, strategy, employment relationships etc. In order to emphasize human resource management, Redman and Wilkinson (2006) compare it as the utilization of individuals to achieve an organizations objectives. People management not only critical to business performance but also much more significant than priority over quality, technology, competitive strategy or RD terms of influence on the bottom-line. They present functions of human resource management, which include employee and labour relations, staffing, human resource development, compensation and benefits, safety and health. Storey (1995) states, similarly, that human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through strategic development of a highly committed and skilled workforce, using an integrated array of cultural, structural techniques. In addition, Cherrington (1995) confirms that human resource management is responsible for how people are treated in companies. It is the commitment on taking p eople into the organizations, assisting them carry their work out, compensating them for their labours, and settling issues that arise. 2.2: Human resource management functions and performance According to Mondy (2002), there are four functions in human resource management including recruitment, training and development, performance appraisal, compensation and benefits. Together they make up the human resource management system. Top management views these functions as an important tool to enhance competitiveness. Recruitment is, firstly, the process of attracting individuals on an opportune basis, in sufficient numbers and with suitable qualifications, and motivating them to apply for jobs with an organization. This process involves analyzing and forecasting the talent that companies need to execute their business plan, it is an important strategic step, enabling the organization to recognize, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Better recruit would lead to improvement in organisation productivities outcome compare to a poor recruit process. This process is very crucial to the success of the business. Failure to recruit appropriate worker will result in slow or stunted the grow of business (Boxall and Purcell 2000, p.140). The firm may then select those applicants with qualifications most closely related to job specifications (Mondy, 2002). He confirms that finding the r ight way of encouraging qualified candidates to put in for employment is extremely important when a firm needs to hire employees. Training and development is, secondly, the heart of a continuous effort designed to improve employee competency and organizational performance. Mondy (2002) argues that training provides learners with the knowledge and skills needed for their present jobs. On the other hand, development involves learning that goes beyond todays job, which has a more long-term focus. It prepares employees to keep pace with the organization as it changes and grows. Training Development activities have the potential to align a firms employees with its corporate strategies. According to Leonard Nadler (1984), training and development are ornanizational learning experiences took place in the certain period of times in order to increase the job performance and improve the development capacity of organizations and individuals. The concept emphasizes the ultimate goal of human resource development is to develop the organization, also focuses on the combination of personal development goals together with development objectives of the organization. However, the term also confirmed the development activities only increase job performance and organizational development capability since only when are employees interested in appling the learned knowledge to the work then the change will be created. On the other hand, the concept also clarified the role of direct managers in improving the job performance of employees yet definition of the concept is still in debate. Similarly, Henry J.Sredl Willam J. Rothwell (1997) defines training and development is to refer to the organizational learning experiences which are sponsored by the business ower. They are designed and implemented along with the goal of improving the job performance and enhancing the human condition through ensuring the combination of organizational and individual goals. The concept emphasizes the support of employer for their employees in the human resource development activities. On another view, Jerry W. Gilley (2002) states that training and development is the process of promoting organizational learning, improving job performance, and creating changes through the implementation of solutions (official and non-official), initiatives and management activities aiming at performance improvement, competitiveness and innovation which has more emphasis on the official and non-official remedies in human resource development activities, and also more focus on organizational management s olutions. Thirdly, according to Mondy (2002), performance appraisal (PA) is a formal system of review and evaluation of individual or team task performance. While assessment of team performance is essential as long as teams exist in an organization, the focus of PA in a number of companies remains on the individual employee. In spite of the emphasis, an effective appraisal system evaluates achivements and initiative plans for improvement, targets, and objectives. Finally, Mondy (2002) shows that compensation administration is one of managements most difficult and challenging human resource areas on account of containing quite a lot of elements and has a far-reaching impact on an organizations plans. Compensation is the total of all awards provided to employees in return for their services. Generally speaking, pay system are designed to attract, preserve, and encourage employees, to attain internal, external, and individual equity, and to keep a balance up in relationships between direct and indirect forms of compensation, and between the pay rates of supervisory and non-supervisory employees. As far as the relationship between human resource management and organizations performance is concerned, there has been increasing numbers of research. Most of them support the positive correlation between high performance as a result of human resource management practice and efficiency of enterprise performance. Poole and Jenkins (1996) examined the development of comprehensive human resource management policies by the survey of 909 firms in Britain and investigated that human resource management is one of the key factor to achieve a competitive advantage. With the general consensus, Dunphy and Stace (1992) have the same view with Poole and Jenkins. They emphasize that people themselves and their skills are the important factor to the added value of the organisation and human management will have an influence on enriching the efficiency of an organization. As a result, human resource management must be added in enterprises strategic development. The empirical study on effects of management training of Wong (1997) finds out that there are considerable impacts of management training and development on reforming performance of small and medium enterprises. In addition, Bratton and Gold (1994), Bearwell et al (1994) and Storey (1995) conclude that an organisation, which strives to improve its operations and demand for success, leads to the greater emphasis on human resource management. Hence, these studies have suggested that policies and practices of human resource management contribute to business success. Furthermore, there are several studies in which have included performance-based compensation as one of the high performance in human resource management practices. Redman and Wilkinson (2006) state that compensation is the total of all rewards provided employees in return for their services. There are two types of compensation including financial and non-financial compensation. Financial component consists of wages, salaries, bonuses, social security, health services etc. In contrary, non-financial one covers the satisfaction that an employee receives from the job itself and job environment such as teamwork, skills, autonomy, flex time and others. Huselid (1995), Delery and Doty (1996) consider compensation and benefits as the single strongest predictor of an enterprises performance. Based on empirical studies, these authors conclude that there is a positive correlation between performance-related pay and company performance. Therefore, performance-based compensation and merit-based promotions can be evaluated as important factors in incentive systems (Guest, 1997 and Huselid, 1995). At present, there are quite a lot of ways to progress the practice of human resource management. One of the key factors for the success of enterprises in a competitive market is to keep up continued competence through the development of human resources, which employee performance appraisal is a crucial tool. Borman (1991) defines that performance appraisal is a system of reviews and evaluations of an individuals or teams performance. It covers human resource planning, recruitment and selection, training and development, career planning and development, compensation programs and evaluation of employee potentials, of which compensation is widely apply in performance appraisal. A professional appraisal system could significantly improve employee performance and enterprise profitability (Robert, 1995). 2.3: Human resource management in small and medium enterprises Hill and Stewart (2000), with respect to human resource management in small and medium enterprises, state that SMEs lack resources like large enterprises, which tends to follow informal modes of operation such as short-term perspectives and the owners preferences and experience. However, many studies indicate that issues in SMEs are similar to those facing large enterprises such as the difficulty of linking investment in training with performance outcomes, the delivery of training courses and impacts of technology. Patton et al (2000) suggest that understanding the link between training interventions and achieving performance might be complicated by several variables that could impact the relationship. These factors might contain surrounding factors and particular ones to the firm, such as the owner and background of the management team, and the partnership between the training supplier and the recipient. Patton et al recommend that it could be more productive to encourage training as beneficial to the firm in the widest sense rather than attempting to reveal clear causal relationship. Huang (2001) argues that inadequacies in the definition and measurement of training have hampered attempts to show links between training and improvements in performance. Huangs study suggests that, where firms grow up sophisticated training courses with efficient management assistance, the effectiveness of the investment in training will be high (Huang, 2001). However, it might be argued that, by their very natu re, small and medium enterprises might lack the ability to build up sophisticated training programmes, with or without management assistance. There is a huge challenge in thinking up incentives for small firms to invest in formal job related training when it is often difficult to argue that it is in their short-term interests to do so. In relative terms, the effect of the owner manager in a small firm is much more pervaise and powerful than may be the case with the CEO of a big firm. In the view of Mazzarol (2003), he suggests small businesses are the product of their owners, whose personality and personal involvement dominate. The owner managers perspectives to training will be an essential hindrance or assistance in the implementation of training programmes. Hankinsons (2000) study of owner-managers found that these managers typically invested 93% of their working day inside the firm and made little deliberate attempt to up-skill themselves through joining courses or reading relevant literature as they regarded experience as the most relevant from of their continuing achievement. Managers with these views to training are not likely to encourage high rates of participation in training amongst their staffs. One response to this low regard many owner-managers have for the relevance of available training and developm ent schemes might be to develop an approach based on mentoring (Hudson-Davies et al. 2000). Sharply becoming a key issue, technology is in association with training on two sides, first the rapid development of technology coupled with the increasing pressure to keep up technical skills in order to maintain competitive, should supply an important incentive for continued investment in training and development. As McCole et al (2001) note, the generally negative attitude and low priority given to training in many SMEs is a matter for concern. Following their study of training in SMEs in Northern Ireland, McCole et al summarized that the short-term emphasis in small companies, which depresses investment in longer term masters such as training, might result in small companies experiencing a decline in their ability to keep up competitive in terms of their key human resources. The second side of technology is that new forms of electronically mediated training design and delivery should overcome several the problems of access, that have been often cited by managers in SMEs as a maj or obstacle. In spite of the importance of technology and the chances now emerging, research seems to suggest that SMEs have not been quick on the uptake. From a number of managers of SMEs, a frequent complaint is that available training programmes are not well designed for the commands of the small companies, or are difficult to adapt to the specific requirements of a firm. The issues here might be more complicated than simply a question of content. Anderson and Boocock (2002) argue that the big firm model of learning, on which the majority of formal training courses are arranged, is inappropriate for small companies in which the distinctive culture and communications systems could be more suited to learning which occurs through more informal processes. Advances on training in SMEs has to contain concern not simply for content, but also for problems of timing, location and delivery and such training might require a significant level of customisation given the heterogeneous nature of the SMEs sector. Clearly there is a problem here for SMEs as highly customized products for small clients are not an appealing prospect for training provi ders. According to Patton (2000), he points out that the relationship between training interventions and improved performance may be hindered by factors such as the owner and nature of management team, the relationship between the training provider and recipient. In addition, Mazzarol (2003) states that the influence of the owner manager in SMEs is more pervasive and powerful than ones in large enterprises. Moreover, Huang (2001) argues that SMEs are not capable of designing sophisticated training programs with the management support, which is a challenge for SMEs to invest into jobs related to training programs. 2.4: Human resource management of SMEs in VietNam Vietnamese government with the assistance from international organisations in many countries in the world has paid more and more attention to the development of SMEs since the renovation doi moi. In order to support Viet Nam along with its efforts, some donors came and joined hands to support Vietnamese SMEs as key actors in the countrys socio-economic development. A number of researchers have been implemented with the mandate to provide assistance to the development of SMEs. Almost these researches have aimed at financial issues, businessworking environment of SMEs and business services. This area has been mentioned by some reports in different aspects although there has not been any research specialising in human resources management issues in Vietnamese SMEs. Nguyen Duc Vinh (1999) indicates that the faster the growth experienced by the small firm the more likely it will experience human resource masters. The management of SMEs tends to be small and multi-functional. Often, entrepreneurs run companies dingle-handed or take a disproportionate production of the key decisions, in addition to functioning as the general interface to the outside world. Creating a larger, professional management is desirable, but until a certain size is reached it is difficult to create much division of labour and to develop specialised interfaces. These leading to management functions in a brutal cycle of overwork, which results in inability to consider and exploit externally-derived improvement opportunities, that in turn leads to overwork. The lack of specialised is completely absent. Notably, a number of small firms have no engineers and therefore no intelligent interface to technological changes and opportunities. Other key skill and resources might be abse nt. Usually, for instance, new technology-based companies have few marketing or business development capabilities. SMEs, which are trying to orient to export markets, require good entrepreneurial and management skills. However, business management skills are not up to the mark. Only a few owners are equipped with business knowledge of a market economy. Most of the proprietors run business based on their own experience. In general, entrepreneurs in the SMEs sector are often home-grown, obtianing their skills and leadership qualities in their own workplace and business environment. Beyond a certain point, this learning by doing approach becomes less useful in assisting small firms in graduating into modern small enterprises, equipped with advance models of technology and marketing skills. Furthermore, SME management rely on being experienced and being able to communicate both inside the enterprise and with outside partners. Thus, according to Tuong Lai (1999), training and support programmes might be needed to build up the quality and skills of both employees and management. In Vietnam, the facts have showed that employers are reluctant to invest in training potentially highly mobile workers. To a certain extent, the demand for technical and vocational training is being dampened by employees tendency to leave for a better job once they have been trained. Employers do not believe in contracts that require their workers to stay firm a certain period of time after training, either because the workers are not registered or because they think the contracts will not be enforced. A survey by MPDF in 89 manufacturing companies in both public and private sectors (MPDF, 2000) found that: On average, each month, firms invested three days of internal staff time in training and bought-in an average of 16 days of training services. Seventy eight percent of external training was provided by the public sector. The respondents also state that training content needed to be more up-to-date, of global quality, and localized for the Vietnamese context. Training should be carefully matched to customers demands with both basic and advanced training options. The training itself needed to be practical, not theoretical. The method of instruction needed to be designed to ensure skill transfer from the classroom back to the workplace. Fifty nine percent of the companies indicated that they were not able to get the training expertise they needed in Viet Nam. Additionally, although labour is abundant, most job seekers are unskilled staffs. While only a small number of SMEs could provide training for their staffs, government assistance in training is insignificant. Viet Nam Chamber of Commerce and Industry (VCCI), though, plays an active role on organising seminars and some training courses, a number of private companies do not apply such programs, nor they aware of VCCIs training services that is particularly the situation in the poorer provinces (Stoyan Tenev et al., 2003). According to a survey by MPDF, private firms, especially SMEs are the least preferred place of employment. Students and their parents think of a private employer as failing to provide suitable jobs and to ensure job security for employees (MPDF, 1999). This perception makes SMEs more difficult to attract qualified labour. In a seminar on development of SMEs under the umbrella of Asia Pacific Economic Cooperation (APEC) in 2005, Dodd (2005) points to another weakness arising from the fact that smaller Vietnamese businesses tend to have the bulk of their labour force make up of family members, friends or relatives. In this opinion, good brothers do not necessarily make good associates. It is often difficult for a company leader to have a good judgement of his employees, especially when it comes to one of his skin. And even when the right judgement is made, other employees may still see the directors decision as an unfair one. Brown and Davison (1999) shared this opinion with Dodd that human resource management within family-owned and managed small firms can also be made difficult when family members hold key positions within the business or find themselves in dispute with other or the human resource manager.

Genesis Notes :: essays research papers

Genesis 1-11 Cosmological Stories Etiology- deep human question that a story answersGenesis 1: How many days did it take for God to make the earth?Seven 1. Lighta. Nightb. Day2. Sky3. Dry landLet water divide Vegetation4. Stars Genesis 2:How were man/woman created?Man from dust, Woman from ribWhy do people want to marry? They are to leave their parents to go with their spouseWhat is our purpose?To watch over the Garden and the worldAdam- from Adamah- thing from dirtRuach- God ¡Ã‚ ¦s breath, wind, spirit- makes Adam a living beingEve- mother of all living things; 1st womanEden- delight, place for Adam and EveAnthropomorphic- having human-like qualitiesImmanent- God very presentTranscendant- outside, beyond, detached from creationOmniscience- All KnowingAutonomous- free to chooseSin-1) disobedience2) pointing the finger3) blaming someone else4) don ¡Ã‚ ¦t accept responsibility Genesis 4"h Sons of Adam and Eve:"h Cain- farmer; rep of agrarian culture"h Abel- Shepherd; rep of nomadic culture"h Themes:"h Jealousy and murder"h Origins of violence"h Forsaking responsibility"h Mercy and capital punishment"h Gifts to God"h Cain- fat portions"h Abel- fruit of the earth"h God favors Abel"h Cain kills Abel out in the field"h God tries to get a confession by asking and not accusing"h Cain is the first murderer"h Capital punishment"h Penalty:"h Gets a mark for"h Protection"h Punishment"h Guilt"h Banished to land of Nod"h Land of wandering"h Form of guilt"h Settled existenceGenesis 5"h Geneology- family line "h Begins with Adam -> NoahGenesis 6:9  ¡V 9:17 Terms:"h Gilgamesh"h Babylonian myth of flood"h Gilgamesh becomes a god"h Same as Moses"h God of Babylonians can ¡Ã‚ ¦t sleep because of racket so he floods the earth"h 40"h May be a symbol for a long time"h Constantly used in the bible"h Berith"h Covenant, promise"h God makes Beriths"h Put your life in Beriths"h Hebrew tradition"h Terrah"h Saving vessel"h "h Dove"h Peace"h New Command"h All can be food for people"h Don ¡Ã‚ ¦t eat animals for food "h Except they can have life blood"h You may not kill people"h Capital Punishment"h God will ProvideGenesis 12-50 Patriarchal Stories"h Rooted in specific time/ place"h Main characters"h Are social unlikelies from the same family with which whom God makes a Berith"h All experience a theophany"h Manifestation of God"h Berith involves Land and Blessing extended to the future"h Foundation for J, C, I"h Judaism"h Christian"h Islam, Muslim"h Rich in drama and suspense"h Cliffhangers!"h Names reveal character of person, place"h Isaac means laughter"h Abraham means father"h Nomadic"h Everyone is on the move"h Ger"h Wanderer, sojourner, pilgrim"h First father"h

Concrete

The crack widths predicted by the different codes have been calculated for a range of varying parameters: Varying tension reinforcement stress (Figure 9) Varying cover (Figure 10) Varying bar spacing with constant reinforcement area and stress. (Figure 1 1) Varying bar spacing with constant reinforcement area and maximum stress to AS 3600. Figure 12) BBS 5400 results have been plotted using a Ms / MGM ratio of 0. 1 and 1. All results have used long term values where available. Larger versions of these graphs may be found on the Powering presentation associated with this paper. The following observations can be made from the graph results: The BBS 5400 results using the two different load ratios gave substantially different results, with the higher ratio giving increased crack widths. The BBS 8110 results were either approximately centrally placed between the two BBS 5400 results, or close to the lower values.The Recoded 2 results were usually reasonably close to the mean of the other results. The CUBE-Flip-1990 results were consistently the lowest for high steel stresses and high concrete cover values. Results with varying spacing were close to Recoded 2 results. The IAC 318 results were consistently the highest, being close to and slightly higher than the upper bound BBS 5400 values. All crack widths increased approximately linearly with increasing steel stress Crack widths increased with increasing cover, with Recoded 2 reaching a constant value at 70 mm cover, and the CUBE-PIP code at 35 mm cover.The other codes continued to increase more than linearly up to 100 mm cover. All codes predicted increasing crack width with increasing bar spacing and constant reinforcement area steel stress. Figure 9: Varying tension reinforcement stress Figure 10: Varying cover Figure 11: Varying bar spacing with constant reinforcement area and stress Figure 12: Varying bar spacing with constant reinforcement area and maximum stress to AS 3600.When the steel stress was adjusted to the maximum allowable under AS 3600 (I. E. Reduced for increasing bar spacing and increasing bar diameter) the predicted crack widths were reasonably uniform in the spacing range 50 to 200 mm, then tended to reduce with greater spacing. DEFLECTION The main differences in approach to the calculation of deflections are summarized low: Australian and American codes are based on the Brannon equation, using a uniform average effective stiffness value.Australian codes allow for loss of tension stiffening through a reduction of the cracking moment related to the free concrete shrinkage. Allowance for shrinkage curvature in the Australian codes is simplified and will underestimate curvature in symmetrically reinforced sections. British codes allow only a low tension value for cracked sections, which is further reduced for long term deflections European codes adopt an intermediate approach for cracked sections, tit an allowance for loss of tension stiffening.British and European code prov isions for shrinkage curvature are essentially the same Effective stiffness, calculated according to AS 3600, Recoded 2, BBS 5400, and BBS 8110, and with no tension stiffening, is plotted against bending moment for the same concrete section used in the crack width analysis. Figure 13 shows results with no shrinkage, and Figure 14 with a shrinkage of 300 Microscopic. RESEARCH ABOUT THE METHODS USED IN DIFFERENCE CONCRETE STANDARDS AS 3600 limits the maximum reinforcement stress under serviceability loads to a axiom value dependent on either the bar diameter or the bar spacing, whichever gives the greater stress.AS 5100 has the same limits, with an additional requirement to check for lower limits under permanent loads for elements in exposure classifications 82, C or U. Recoded 2 limits stresses in essentially the same way, except that the limits are presented as maximum bar spacing or diameter for a specified stress, rather than vice versa. The Recoded 2 limits are related to 3 diffe rent values of nominal crack width, 0. 2 mm, 0. 3 mm or 0. 4 mm, under pseudo-static loading. The applicable crack Edith depends on the exposure classification and type of member.Code Provisions for Crack Width Limits As well as stress limits, Recoded 2 has detailed provisions for the calculation of design crack widths, which are summarized below: The basic formula for crack width: crack spacing x (mean steel strain – mean concrete strain) makes no allowance for variation in crack width between the level of the reinforcement and the surface of the concrete, however the crack spacing is mainly related to the cover depth, and the crack width is directly proportional to crack spacing, so the depth of cover has a significant effect on crack widths.The expression for Seems – ECMA limits the effect of tension stiffening to 40% of the steel strain. For long term effects the tension stiffening coefficient is reduced by 1/3, from 0. 6 to 0. 4. The British concrete design codes specify a design crack width at the surface of the concrete as follows: The basic approach is similar to Recoded 2, except that the crack width is projected from the reinforcement level to the concrete surface. The main differences between BBS 5400 and BBS 8110 are: BBS 5400 includes a factor to reduce the effect of tension stiffening, depending on the ratio of live load moment to dead load moment (Ms / MGM).The effect of this is to reduce tension stiffening effects to zero for a load ratio of 1 or greater. The tension stiffening coefficients are differently formulated. The IAC requirements are based on stress limits derived from the Surgery-Lutz equation: The IAC 318 equation makes no allowance for tension stiffening, and predicts crack width at the upper bound of those studied in this paper. Results are usually similar to those from the BBS 5400 equation using a Ms / MGM ratio of 1 .AS 3600, AS 5100, and IAC 318 AS 3600 and AS 5100 provisions for â€Å"simplified† calculati on of deflections are identical other than a typographical error in AS 5100), and are both based on the â€Å"Brannon† equation, which is also used in IAC 318. The equation in IAC 318 is differently formulated, but will give identical results for the same cracking moment and section stiffness values. The AS 3600 version of the equation is shown below: left is calculated for the maximum moment section, and applied along the full length of the member being analyses.The calculation of the cracking moment in the Australian codes (but not IAC 318) includes an allowance for the shrinkage induced tensile stress in the unchecked section, which contributes to loss of tension stiffening: AS 3600 and AS 5100 provide a factor KC , applied to the calculated deflection, to account for the additional deflection due creep and shrinkage: KC = [2- 1. 2(ASS / East)] Note that for a symmetrically reinforced section KC reduces to the minimum value of 0. , being the effect of creep deflection alon e. 6. 4. 2 OBSESS,BBS 8110 Deflections in BBS 5400 and BBS 8110 are calculated from integration of section curvatures. The cracking moment and curvature of cracked sections allows for a short term concrete tensile stress of 1 Amp, reducing to 0. 5 Amp in the long term. Shrinkage curvatures in BBS 8110 are determined from the free shrinkage strain, and the first moment of area of the reinforcement about the cracked or unchecked section, as appropriate.BBS 5400 uses a similar approach, but tabulates factors based on the compression and tension reinforcement ratios. 6. 4. 3 Recoded 2 and CUBE-PIP 1990 (MAC 90) The European codes also provide for calculation of deflections by integration of section curvatures, but provide a different expression for the stiffness of cracked sections: Shrinkage curvatures are assessed using a similar method to that given in BBS 8110:

Immigration Analysis Essays

Immigration Analysis Essays Immigration Analysis Essay Immigration Analysis Essay For many immigration to the United States would be a new beginning during 19th to early 20th century.There were many acts and laws to limit the number immigrating to the United States.Many of these acts were due to prejudice and misunderstanding of a culture.One such act was the Chinese Exclusion Act. Form this one act many immigration laws and acts were made against foreigners.They hoped to control the number of immigrants arriving on the American shores. The Chinese Exclusion Act of May 6, 1882 was just the beginning. This act was the turning point of the U.S. immigration policies, although it only directly affected a small group of people. Prior to the Chinese Exclusion Act there was no significant number of free immigrants that had been barred from the country. Once the Chinese Exclusion Act had been in acted, further limitations on the immigration of ethnic groups became standard procedure for more than eight decades.Irish catholic, Mexican, and other races were not allowed the same freedoms that others were allowed.Even after a family had been here for generations there were not given the same freedoms. Since the arrival of thefirst Chinese Immigrants, racist hostility towards the Chinese always existed.They were predominantly male laborers, concentrated in California.They were vital to the development of western mining, transportation, and agriculture.Other races were also discriminated against, the Irish were not allowed to get jobs or live in certain areas of the cities. By 1880, the great fear of German-speaking and Irish-Catholic immigrants was over. Employers, who still sought worker-immigrants, and not just temporary workers, looked increasingly to southern and eastern Europe. When Italians, Greeks, Turks, Russians, Slavs, and Jews arrived in the United States in numbers, however, new anxieties arose about making Americans of so many different kinds of strangers.

Mandatory Death Penalty for Murder essays

Mandatory Death Penalty for Murder essays To take another persons life is horrible. It doesnt matter what crime or crimes he committed. Executing someone for committing a murder is morally wrong, because execution is equally as wrong as murder. Even if it seems that person deserve to be executed, his family and friends doesnt deserve to suffer from his loss. A person should have no excuse for murder no matter what the case is. However by killing that person youre not solving anything. By executing the murderer you could be giving him the easy way out because he might rather have a quick, painless death than to spend the rest of his life in prison. If the family and friends of the victim are going to suffer emotionally for the rest of their life, so should the murderer. Death wont make him suffer; it would only give him a painless end. Thats why we should lock him up in prison for the rest of his life: make him feel pain equivalent to the suffering of the victims family and friends. The other reason why the death penalty should be abolished is because death is final; thus it is not acceptable to make mistakes on the matter. As long as we have capital punishment, innocent people will be executed, it is unavoidable. We cant afford errors and rarely do we have complete proof that a person committed a murder. Therefore its always better to be safe than sorry. You could always release someone from prison if there was a mistake but you cant give somebodys life back. By abolishing the death penalty, it does not mean that we will be releasing convicted murderers. There are other reasonable choices such as life without parole. So even if innocent people are sentenced to life imprisonment, there is hope that someday someone will be able to prove their innocence. But once a person is executed, the opportunity for him to prove his innocence dies with him. ...

Devolution ( public law ) Essay Example | Topics and Well Written Essays - 1500 words

Devolution ( public law ) - Essay Example 2005), has made clear that the government’s proposal to introduce a drink ban on public transport would help curb alcohol-related disorder alongside a range of other measures. With 23,000 incidents of alcohol-fuelled violence each week with relevant elevated alcohol consumption trends (Leifman, 2001), the agency has proposed that existing laws are enforced to reduce the incidence of alcohol-related violence on the streets and on public transportation. England’s objective of reducing harm caused by alcohol misuse is recognised and focuses on the prevention, minimisation and management of the harms caused by alcohol misuse. These measures addressed in its objectives aims to identify alcohol misuse and the enforcement of existing powers against crime and disorder and promotion of responsible drinking. Under the Crime and Disorder Act 1998 (CDA98) and Crime and Disorder Reduction Partnerships (CDRPs) the partnership of both agencies are held responsible in the consideration of crime and disorder issues in their own core activities that improve safety and security in local neighborhoods. Criminal Justice Boards and Youth Offending and the Drug and Alcohol Action Teams shall be a voluntary forum for coordination of local priorities. They are tasked to bring together the key local agencies with an interest in reducing the harms caused by alcohol misuse: the health service, the criminal justice system and the local authority. With support of the Scottish Executive for a complete ban in on alcohol consumption in public places, (The Herald, July 19, 2006) the proposal, has spawned public outburst. Festivities organizers and popular across Wales and Scotland and gaming grounds personnel rallied against the ban with arguments pointed out that such is breach on human rights while legislative proposals control the sale and purchase of alcohol (Scotland Bill on Alcohol). It is apparent that Scottish culture towards drinking in a study (SSA, 2004) has

Regulatory Interventions in the 2008 US Post-Economic Crisis Assignment

Regulatory Interventions in the 2008 US Post-Economic Crisis - Assignment Example However, there is a need to generate productivity following the series of Stimulus Funds in order to multiply the capital infused in trillions of dollars. Or the economic recovery will be transient and may return to perform another economic recession, right after funds are consumed. Regulations spearheaded by the Dodd-Frank Act are meant to make the financial institutions and big corporations more careful in their risk management. Such regulations were found to be critical after deregulation was given a chance to work for over 30 years and yet failed with its grandstanding recession. The question remaining is how funds can be effectively channelled to entrepreneurs given the past experiences wherein a greater part of the Stimulus Funds never reached the Small Business Entrepreneurs (SBEs) who can use capital to generate more productivity, hire people, and earn profits. Most of the Stimulus Funds went to social welfare and large corporation bail outs. Further study is required to eval uate the possibility of reinstating the Glass-Steagall Act for the purpose of further regulating the banks to focus on diligently supplying funds to SBEs and supporting those SBEs with sufficient guidance in order to earn successfully. This can logically stop the banks’ vested interests on Investment Portfolios since they will not be allowed to engage in other investment activities except to lend entrepreneurs what they will need in order to progress. I. Introduction Right after the economic recession declared by the National Bureau of Economic Research (NBER) to have lasted December 2007 all the way to June 2009, the phenomenon was described as not only â€Å"the longest and deepest recession of the post-World War II era† but also the â€Å"largest decline in output, consumption, and investment, and the largest increase in unemployment, of any post-war recession† (Labonte, M. 2010, p.2). Stimulus funds from the Federal Reserve worth more than a Trillion Dollars along with the monetary policy of maintaining almost zero interest rate, facilitated the recovery. $700 billion, which was later reduced to $ 470 billion infused into the financial system was done via a program called Troubled Assets Relief Program (TARP) in October 2008. The US Government purchased real estate properties that lost their values as a result of the recession, for the purpose of adding some liquidity to the banks. As of mid-2012, most programs under the TARP were reported closed. Major beneficiaries rescued were Fannie Mae and Freddie Mac, AIG, Citigroup, and Lehman Brothers of the financing sector, and later included General Motors and Chrysler of the automobile sector. Saving the giant enterprises reduced the need to retrench and lay-off employees. However, there were economic