The Different Models of Disability Essay Example | Topics and Well Written Essays - 2000 words

The Different Models of Disability - Essay Example According to the research findings, it can, therefore, be said that two of the most prominent models of disability are the medical and social models. These models have been greeted with great skepticism in that they are thought of as being less reflective of the dynamics of disability in the real world. Additionally, they are thought of as being restrictive in nature in that they force individuals to perceive disability in a predefined and very rigid manner. These models, however, to prove to be helpful in that they establish a framework which can be utilized as a means of enabling individuals to gain an intimate understanding of the issues related to disability and the perspective of those who conceive the models as well as the institutions which utilize these models in policy setting initiatives. This report focuses on the obtaining an understanding of the different models of disability and its implications and ramifications. First and foremost, the Medical Model maintains that dis ability is the resultant of an underlying physical or mental limitation and is largely independent of social or geographical context. It is sometimes referred to as the Biological-Inferiority or Functional-Limitation Model. The most poignant conceptualization of this model can be seen in the definition as set forth by the World Health Organization (WHO) and devised through the contribution of several medical doctors. Under this conceptualization, a disability is defined as any restriction or lack of ability to perform an activity in the manner or within the range that is considered normal for humans while impairment is defined as any or abnormality of psychological or anatomical structure or function. Additionally, a handicap is defined as any disadvantage experienced by an individual which results from an impairment or disability which limits or prevents the fulfillment of a role that has become customary for that individual.

Examining Government Regulations Essay Example | Topics and Well Written Essays - 750 words

Examining Government Regulations - Essay Example The American Civil Liberties Union of New Jersey and the states chapter of the National Organization for Women both questioned whether the mandated tests violate a womans right to privacy and the right to make her own medical decisions (Richburg, 2007, Pg. 1)†. Additionally, it is reported that 98 percent of women want to get their children tested for AIDS at birth and this makes the law unnecessary as well. On the other hand, lawmakers believe that the risk of exposing children to a mother who is a carrier of the virus is simply too great to allow for testing to be conducted at will therefore mandatory testing should be made a requirement in New Jersey. The government is certainly worried about the AIDS issue and has made advisory councils to give recommendations towards preventing an AIDS epidemic in New Jersey (McGreevey, 2003). In fact, there are several other groups which support the idea for screening unborn children and amongst them, the CDC (Center for Disease Control) believes that HIV screening should be made a part of the regular prenatal tests that are conducted in America. Thus HIV Tests would be made a part of the basic testing for unborn children for which no written authorization is required (Richburg, 2007). The scientific evidence at hand certainly supports this idea since early detection and treatment with retroviral drugs reduced the chance of transmitting the disease from mother to child to less than 2 percent. The present rate of infection from mothers to children in New Jersey is minimal since in 2005, only seven such transmissions were recorded with more than 100,000 births. In 2006, only two such cases were reported in New Jersey and this situation makes some people think that the law is a case of too little too late (Richburg, 2007). On the other hand, New Jersey’s syringe exchange program was the last one to be started in the Northeast since New Jersey was

Analysis Of Strategic Communication Plan Communications Essay

Analysis Of Strategic Communication Plan Communications Essay 2008-09 was an important year for JSW STEEL LTD as companys evolution and growth was comprehensively tested their will to survive, succeed and flourish in the midst of an economic meltdown. The financial crisis that brought back the painful memories of the Great Depression of the 1930s, affected the Indian economy as well. JSW Steel was no island in this crisis. JSW Steels vision, mission and core values, policies and strategies in accordance with needs and expectations of stakeholders are developing balance and short term and long term needs of the company. In addition, plant-level policy making and strategy in mind from the external environment, internal capabilities would receive information, and performance. Involved in the process of planning a major step strategy is shown in the picture below: Major source of macro environmental analysis for the National Steel Policy, technical reports published in leading journals, seminars and workshops. The marketing department at corporate office was primarily responsible for analyzing the external and internal environment. Information about markets and market segments is obtained from customer surveys, and various other means. Means for raising and customer needs and expectations of law index list given in Table below. Information about the internal atmosphere of plant was gathered by senior officials. Strengths, weaknesses, opportunities, analyzing relevant business practice, and threats are analyzed and the results of exercises with company leaders and senior management are as follows: Strengths: Rich geological resource base (11 billon tonnes of iron reserves) Large consumer Base The only integrated steel plant producing flat products in southern India Low labour cost and high productivity Flexibility in adopting innovative technologies Growing skilled and technical human capital Weakness: Indian economy , high reliance on services High cost of finance High cost of energy Deficit infrastructure High Ash Coal Socio-Political Intervention Opportunities: Strong and growing Economy (@8% GDP growth/annum) Low per capita steel consumption of 47 kg/yr as compared to > 400 kg in develop countries Growth in steel exports and imports Growth in automobile sector Global manufacturing destination for steel Threats Fluctuation in steel prices Green- field steel projects by international players Expansion of capabilities through green -field and brown -field players by by existing players Input from Stakeholders for the formation of Policies and Strategies Policies and strategies of the companys construction is a systematic method for identifying input from stakeholders, and understand the needs and expectations of suppliers, employees, customers and other stakeholders. Review and analysis of requirements and expectations as to appropriate initiatives are in various stages shown in below table: Area Scope of information Inputs from People HR practices / Skill competence levels / Employee perceptions / Benchmark data / Employee development and training / Compensation and recognition systems HR meet Employees Satisfaction Survey Consultants Customers Markets Customer end user requirements, Price and commercial , Segment wise market growth / trends / expectations, New emerging markets, internal markets, Govt. regulations on imports, exports Customer Survey Customers of Competitors Product Application Group Competitive Environment Competitors activities and their plans Global competitiveness Industrial analysis of competitiveness Product Application Group Customer Services Group Corporate Communications Currents efforts on corporate communication Communication strategy and plan Top management Technology Risks, Cost of capital, Profitability analysis, Cost forecast, Excise sales tax regulations VAI, Austria Technology Control Groups JFE, Japan Corporate Communication Objectives: Due to sudden Meltdown, steel prices went down drastically and made steel buyer‘s to relax for sometime thinking it will go even low and will create worst time for steel manufacturers. Similar consequences were faced by JSW Steel Ltd and it was time for them to act and act fast and strategically. Their main goal was either to: To nurture JSW Steel Brands as an asset for the company. Being 3rd largest steel producer in India, JSW Steel Ltd was facing heat from top two companies i.e. TATA Steel and ESSAR Steel Ltd as these two big guns were dropping their Export products prices with ease as they had better market share and doubled the price of Same products that are exported in other countries by JSW STEEL. The short term strategy adopted by these two big companies was to reduced the price of the steel for short period still managing to achieve the profit compare to other steel producer and can recover as time passes. But for JSW steel it was one decision to take to decrease the production all across units in India and wait for steel prices to go up and get back into race again. To manage stakeholder perceptions to maximize business value. JSW Steel also called as â€Å"The Challengers† in steel industry in India (Annual Reports). While steel Industries were trying to balance and hold their feet together globally and in India, it was time for JSW Steel to build the strategy which will help them to bounce back and keep them in competition and can win back shareholders trust. The Eloquent drawing of the corporate strategy: They should adopt the strategy that is based on the unparallel curves and they distinguished the atmosphere of depression and emerged as the real winners: Due to high involvement of cost and financial compaction, a drastic cut back in production was on priority for Marginal cost producers of steel in India. To go domestic as rural and semi urban demand for steel was the opportunity to tap. To involve Indian fiscal systems as effective banking practices as they meant that India was doing better compared to US and European countries. The pro-active policies of the Government with its fiscal stimulus packages meant that the revival would be sooner than later in the Indian economy. The communication approach adopted by JSW Steel to achieve above defined goals is DAGMAR Model approach. The approach involves advertising planning and the exact method to select the measuring goals and to use these objectives to measure the performance. The communication task contains advertising objectives which creates awareness; impart information by developing positive attitude and implementing action. The model suggests advertising goals which builds company image and credibility, and this are can be achieved by involving and interacting with customers, dealers and stakeholders. This approach also helps in allocating the cost in the effective way by help direct marketing. So from the above defined objectives it is clear what JSW Steel has to achieve, and to achieve these goals setting of internal tangible targets will help them to measure their performance, there is also need of distinctive objectives for each group which is an inspirational, realistic and time scaled. Planning of communication Strategy by JSW Steel In a strategic role, marketing aims of JSW Steel is to transform corporate objectives and business strategy into competitive market position. So their Marketing communication Strategy should focus on the following areas: Maximising Value added products, Customisation, Import Substitution along with expanding Pan India Reach. Consistent product quality and timely deliveries enabled a long-term business relationship with its valued set of customers, both in the domestic as well as International markets. A prominent domestic supplier of Flat and Long steel products and a leading strategic exporter of coated products. Leveraging plants location advantages to increase market share strategically in Southern and Western regions. Growing focus towards rural and semi-urban domestic markets having a large demand potential. So the estimated saleable steel will be targeted 3.2428 Mt tonnes and will be sub-divided this target all across marketing and sales department in all region. Strengthening International presence to 100 countries, also increasing dealer base to over 300 numbers and to open more 50 JSW Shoppe outlets in the domestic market to get proper reach and serve the customer in the country. These marketing targets should be achieved in next 6 months following the promotional activities. Communicating Strategy for creating awareness of the demanded products in domestic market was also high on their agend. Hot rolled products: Key business drivers Substituting imports with focus on product quality, Customisation and timely deliveries. Thrust on project based orders from sectors such as Oil Gas conforming up to Grade API 5L X-70, water pipe-line projects and other infrastructure and construction projects. By virtue of its longstanding relationship, the Company emerged as a preferred supplier, leading to consistent and sustained orders, despite a downturn in the latter part of 2008-09. A prudent mix of long-and-short-term contracts to balance volumes with value. Leveraged retail market potential, compensating the volume drop from the automobile segment. Strong distribution network with close proximity and strategic focus in southern India, helped during the period of sagging demand in the latter half of 2009-10. Cold rolled products: Key business drivers Developing of well structured distribution network assuring easy flow of sales along with good reach. Approval process with Automobile majors helped to graduate the quality ladder along with other process and supply related parameters. South India being supply deficit region helped to achieve sales volumes through extended distribution network. Higher Sales in Semi-Urban and Rural areas. Extended presence by adding new dealers and opening new JSW Shoppe outlets (Branded Distribution Network). Entered into long-term contracts with suppliers for telecom and power which continue to grow at a rapid pace. Strategic foray into Pre-Engineered Building segment catering to growing demand for Industrial Construction. The Marketing communication strategy thus adopted by JSW Steel are as follows  · Push Strategy: A push strategy adopted by JSW Steel suggest heavy use of sales force and trade promotions, is best suited to situations where there is a low level of brand loyalty, as the choice is generally made at the point of purchase and the benefits are well understood by buyers. The other point was also to create good distribution channel. Targeting Segments (customer wise and product wise): JSW Steel strategy for targeting segments is to interact with customers, dealers and other distribution channels consistently. Use of sound and creative media strategy: Good use of promotional mix, methods and tools for delivering the messages by JSW Steel. Moving towards strategy implementation, following are as follows: The most important point was to reduce the cost. This involved reducing their high cost on inventory of input raw materials as soon as possible. This is only possible by employing production logically in all quarter and adopting aggressive marketing strategy in the rural segment they can quickly overcome the dull and slow period. All this meant that a space was being created in supply and demand of steel in the Indian context. Highly cost reduction was on their agenda. So use of amended techno-economics in the plant and the fall in input raw materials they could bring down the cost of production of steel by around 43% as compared to their past figures. Branching out the Product hoop: Keeping aside the cost reduction, JSW Steel should enter the long product segment strategically as there is an increased government spending in the infrastructure projects which will in turn provide them ready market to serve.In other product segment where the demand has not been affected drastically, like the flat product, they should concentrate judiciously on the value added product hoop. Tapping the rural Indian market: The essence of their strategy was to push aggressive Marketing activities in the domestic markets. Undertaking Direct marketing in to stride and meeting dealers, distributors face to face and persuading them to serve customers in rural and semi-urban areas. The benefit of this activity helps increasing JSW Steel reach in domestic and rural market. Apart from this the best part of this strategy help JSW Steel in adding 50 new dealers and distributors total numbers to 300 hundred in excess. Making availability of steel and also making steel more customers friendly, JSW Steel added more 50 JSW Shoppe outlets and opened in year 2008-09 all across India. The main intention behind this activity was to make â€Å"Pan India† presence of JSW Steel. Growth during Meltdown: The strategy adopted by JSW Steel in past yield results and showed positive effect for the company profitability in fourth quarter. They not only got rid of their excess inventories but also reinstated conventional production in all their production facilities and by February 2009 the new 2.8 MTPA project was also licensed. This growth of JSW Steel made them stand apart from the competitors in the steel sector as they recorded their crude steel production capacity at 7.8 MTPA. Thus growth in depression times motivated them in all possible way and they reached at the top tasting the profitability. From the above defined marketing strategy, JSW Steel has used â€Å"Push strategy† as they have involved promoting heavily to distribution channel, this is, to dealers, agent on the assumption that they will in turn promote heavily on the end users. The Push strategy here means promoting the steel products which is targeted to different segments were pushed through different distribution channels to reach the end users. Push strategies tend to place emphasis on direct marketing (personal selling) and sales promotion. JSWs ability to see beyond the current scenario, induce them to embark on new Blast Furnace with confidence which is also incidentally Indias biggest. It is praiseworthy for the strategy implemented by JSW Steel is really commendable as they can forecast the profitability by 60% when other steel manufactures across the world were struggling back and cutting down their production. This achievement of reflection will be not only for JSW Steels productive strategy but also for underlying intensity and bouncing back of the Indian economy Co-ordinated promotional mix for JSW STEEL The communication tools and Promotional Methods applied by JSW Steel are as follows: Co-ordinating with corporate communications department for creating awareness: The corporate communications team facilitates communication to reinforce brand-building, enhance visibility and a long-term PR policy through the following initiatives: Building JSWs brand equity Coordinating PR activities to strengthen the image Building a central team to create communication synergy Streamlining PR and promotional events Facilitating senior managements participation in global corporate, spiritual philanthropic forums and foundation-related activities. Media relations: The Company maintains cordial relations with media professionals. Its media transparency is critical for correct and factual information dissemination, building a positive brand perception. The communication activities conducted during the fiscal under review comprised the following: Press conferences: The team should organized 10 press conferences to announce quarterly results, policy issues and key business decisions in 2009-10. Quarterly results Commissioning of Indias largest blast furnace in Vijayanagar Works Visit of Al Gore to India to establish ‘The Climate Project India Establishment of Earth Care Awards Inaugural ceremony for Steel plant in West Bengal Financial communications: The Companys financial PR involved proactive two-way communications with global investors, analysts and securities professionals. Analysts meets will be organized every quarter. Analyst and Investors visits will be conducted to plant locations. CEOs media training workshop: The corporate communication team should organized media training workshop for the top management covering media management, dos and donts of media relations and inter-personal management with the media. The workshop will be attended by more than 20 top management team members. Media visits: Print and electronic media visits should be organized to all across and major branches. . Positioning platforms: The Companys communication modes comprised the following: physical (print, poster, banner, gift, giveaway, face-to-face), digital (advertising, audio/visual), web (internet/ intranet) and experiential (events, exhibitions, associate gatherings, project execution, recruitment). It instituted communication guidelines as well as focused communications and commitment to deliver the brand promise. Understanding the JSW Brand: The Companys branding strategy is to nurture the JSW brand as an asset and manage stakeholder perceptions to maximize business value. The crisscross patterns in the corporate logo represent a networked organization networking across people, technology and skills. The base represents a strong foundation and the apex points towards continuous growth. Internal communications: The Company emphasizes internal communication to help employees interact with the senior management. The Companys quarterly news journal called ‘Connect covers relevant organizational (including overseas Subsidiaries) information. Website management In a world where information is critical, the Companys website is regularly updated to disseminate time-critical stakeholder information. The corporate communication team posts news briefings, minimizing paper use. Daily news brief: The Company introduced an easy-to-access and paper saving communication mode for employees. The Daily News Brief covers all important news items published in newspapers. This strategy suggest the integrated marketing strategy triangle. (CHRIS FILL:2006) IMC STRATEGY TRIANGLE Marketing communications is concerned with conveying the messages to a set of customer, distribution channel and stakeholders. As marketing also has to manage relationships with those people who are responsible for producing and distributing the goods and services. Thus Marketing and Public Relations are very much interlinked and there is a public relation element in every aspect of marketing communications. However, PR extends beyond marketing in that it is concerned with the total communications of the organization, embracing the community as a whole, funding bodies and shareholders, political and legal interfaces, the media, the organizations employees and their trade union. The needs of PR strategy is there therefore based upon decisions in the three areas and same can be seen in JSW Steel Ltd. The extent and frequency of the communications with involved public. The degree of importance attached to the communications in terms of their ability to harm or help the organization. The effectiveness of these communications in achieving objectives. Human Resources and financial planning Intellectual capital Employees Locations 7,669 5 Recruitment Process: JSW Steel Process of recruiting fresh graduate and experienced executives is critical as they tend to get good knowledge students and having practice experience and good intership background. Experienced executives are recruited for the critical positions for which skills sets are not adequate in the existing teams. Strategy Process: Hiring of engineers and management graduates from premiere institutes is on their agenda. Hiring fresh and experience charted accountants for financial positions. This is done by sending recruiting team from HR, Technical, and Management visiting directly to reputed colleges. Company also conduct their entrance test for the shortlisted candidates for the final and interview called O.P. Jindal entrance test, also JSW Steel group lays programmes for recruiting students from campus and also sponsors various events and target alumni group of the premiere institutes. JSW website for direct application Employee referral for experienced people Personal interview. The Company outsources certain routine jobs to contractors supplementing the key functional areas. Training JSW consistently invest in training and development programmes, as they believe it is the most important asset and will provide sustainable growth to the company for long term. So they invested in growing the teams learning curve. Induction Training includes:   All new recruits for the company include a 15-day training program which provides compressed. The program includes in-depth technical and operational training at shop floor level. The practical visits to plant is followed by theory, are the activities which is commensurate in each class of the training. In addition, training for behaviour, safety and environmental aspects are given. As part of the installation program for new members of all steel making plant locations and the entire process is clarified, in addition they are provided information about the group. After training, involved appropriate locations for personal contact is made with new recruits. All team members completing the training module can easily access the uploaded module through Human Resources Portal. Overseas Training: The Company sends teams on regular basis to other reputed global steel companies so that they can enhance their skills and can deliver best for their organization. Training effectiveness is evaluated by comparing pre-training performance with the post training. The above investments and strategy adopted by JSW Steel related to Human resources and finance planning shows they are fully equipped to undertake the campaign. In past the performance of JSW also shows the same results in fulfilling the achievement and conveying right message to targeted segments. Scheduling and Implementation of communication plan by JSW Steel: JSW Steel needs schedule their promotional activities on weekly basis and also implementing other plans on weekly basis during the campaign. The following below table give an appropriate scheduling and implementation of the activities undertaken by the company in rolling out the communication plan. Integrated campaign schedule for JSW STEEL LTD TIME 1 week 2 week 3 week 4week 5week 6 week 7week ADV XX XX XX Sales XX XX XX XX PR XX XX XX XX XX XX XX Merchandising Direct Maktng XX XX XX XX XX XX XX The above table represent the schedule weeks when the promotion will take place. The above results suggest that JSW Steel concentrate more on PR and Direct Marketing to ensure the objective to spread the awareness is done in every week. Apart from this they also concentrate on the advertising of their retail outlets by moving rural- semi urban areas on alternate weeks. To overcome the logistic problems and making availability of the products during the campaign, the implementation of the distribution plan is also on weekly basis as decided between the dealers and the distributors. The objective to be served by a distribution implementation will typically cover how, when and where the company market offerings should be made available to the targeted markets. The implementation of this activity by JSW will provide means to communication plans of the company as scheduled. It is reasonable to suggest that implementation is often key determinant in the success or failure of any strategic activity. Therefore, it should be an integral part of any marketing communication plan. This view is supported by examining the history of corporate strategy. Recent times have seen a move away from corporate planning to the concept of the strategic management. The main difference is that strategic management addresses the issues of implementation. Success Vs Failure Strategy Appropriate Inappropriate SSS Good Strategy and Execution (source: Adapted from Bonoma, 1984) Evaluation and control Prior to promotion, the objective of JSW to build the brand perception and build the long-term relationships with the dealers and distributors in domestic markets was fulfilled and the level of awareness and recognition was high. The evaluation of Public relation as a main promotional tool used by JSW Steel in overcoming the problems in domestic market was achieved. Good media coverage and product placement was also achieved during and after the campaign. The graph shows the profitability of the JSW STEE LTD During Campaign and down rise of the time lapse. Methodology of evaluation and controlling the strategy at the coporate level is primarily based on Periodicity and effectiveness of the existing review mechanism Updating process from time to time Giving major emphasis on customer feedback and thrust on performance of equipments process Control is the simple way making sure what is supposed to happen actually haapens. The term itself control- often appears to have negative connotations and is seen as limiting and coercive. This similar with the case of JSW Steel Ltd, the company management should or can develop effective control systems to monitor the campaign in future. Compare to their achievement of their objective in past JSW Steel is did well in time of recession and hoping to keep the pace going on to be the consistent challenger in the steel industries. Feedback The Communication planning strategy Adopted by JSW Steel Ltd was fair enough to convey their message to their targeted segments and other counterparts. The profitability achievement during the times of market being unfavourable corporate communications of JSW Steel was clear with their objective and how to achieve their goal by using proper promotional mix and other communication tools. Looking at the future of steel industries JSW Steel will be the market leader in coming future as they tends to adapt as per market change and deliver the quality products to consumers. Reference and bibliography Books Chris Fill 5th edition (2009), marketing communication interactivity, communities and content Richard M.S. Wilson and Colin Gillian 2nd edition (1997), Strategic Marketing management: Planning, implementation and control Graeme Drummond, John Ensor, Ruth Ashford 2nd edition (2001 reprinted 2002,2003 (twice)): Planning and control Jim Blyth 3rd edition (2006), Essentials of marketing communication Patrick De Pelsmacker, Maggie Geuens, Joeri Van Den Bergh, (2005) Foundations of marketing communications (A European Perspective) Websites and databases http://www.jsw.in/ (accessed 21.11.2009) http://www.jsw.in/companies/JSWSteel_aboutus.shtml (accessed 21.11.2009) http://www.jsw.in/organization/overview.shtml (accessed 21.11.2009) http://www.jsw.in/companies/company_JSWSteel.shtml (accessed 21.11.2009) http://www.jsw.in/beyond_business/future_prospects.shtml (accessed 21.11.2009) http://www.jsw.in/investor_zone/steel_presentation_analyst.shtml (accessed 22.11.2009) http://www.jsw.in/investor_zone/financials_quarter.shtml (accessed 22.11.2009)

Caribbean Slavery Essay -- Caribbean History Slave Essays

Caribbean Slavery Starting in the seventeenth century, the European colonization of the Caribbean changed drastically as exploration gave way to exploitation. As the great wealth that the Caribbean held became more evident to the European colonizers, a rush of profit hunters stormed the area and flooded it with slavery. The massive introduction of slavery as the major form of labor organization in the Caribbean changed social organization radically. The plantation system thrived and expanded through the following years (centuries), and the Caribbean became the focus of American slave centers, "The planters of the Caribbean bought about sixty percent of all the slaves sold to the Americas between 1701 and 1810 (Knight, p112)." Franklin W. Knight approximates that five million African slaves were brought to the Caribbean throughout the slave trading years. The resulting success of the Caribbean sugar economy harvested (no pun intended) even more slavery, and the Caribbean became an almost exclusively tw o-group society divided by blacks and whites. Those who did not fall into the well-defined groups –free blacks, maroons, buccaneers, and others- were forced to live isolated from normal society. Arnold Sio addresses the interesting "in-between group" of free blacks in these societies in his article entitled "Marginality and Free Coloured Identity in Caribbean Slave Society". Sio delves into the identity search that the free blacks felt in such situations, and he defines their position simply, "The people of colour were marginal to Caribbean society: neither black nor white, neither African nor European, and neither slave nor free." The assertion that the author makes that these "freedmen" were not free is fundamental in understa... ...at the blacks enjoyed as a result of this participation, a type of psychological empowerment was attained by blacks that was not experienced by blacks on the other islands of the Caribbean. A certain kind of "re-humanizing" takes place with the endowment of responsibility in which the implications go far beyond employment. Through the terrible years of Caribbean slavery, horrific crimes against personal rights were violated over and again. In a genocide of sorts, Africans were taken from their homes, and sold into a system which worked them to their deaths. Blacks in the Caribbean who avoided this horrible situation, few though they were, struggled to establish themselves as successful alternative societies due to their few resources. The varying backgrounds of these people made communication difficult, and made the forming of a unified society almost impossible.

Concept Analysis Process

Concept Analysis Process Aim/Purpose: To clarify the meaning of the term â€Å"expert† Definition: Expert 1. A person who has a special skill or knowledge in some particular field; specialist; authority 2. In the military it is noted as the highest rating in rifle marksmanship, above that of marksman and sharp shooter. Or B which is the person who has attained that high rating 3. Possessing special skill or knowledge; trained by practice; skilled 4. Pertaining to, coming from, or characteristic of an expert i. e. expert advice Attributes- experience, specialized, theoretical, and practical knowledge, highly developed skills, intuitive patterns of functioning, recognition by others. Antecedents: 1. A student of the particular field of study he/she wishes to become an expert in 2. An institution with the accreditation to teach/train others in the particular field 3. The earning of the highest educational degree afforded to a person within that particular field of study 4. At lea st 5 years of experience/practice within the particular field Consequences: . Individual obtains confidence 2. Individual makes more independent decisions in relation to skilled knowledge 3. Peers feel intimidated by individual 4. Peers go to individual for advice Empirical Refinements-consensus amongst those in a profession for defining criteria and specific competencies Ways of knowing: Empirical knowing was used by the group as a whole and individually. Empirical is the scientific information found in data, observations, research, inquiries and so forth.Example: Empirical knowledge was used for understanding and defining the term â€Å"expert†. Aesthetical knowing is allied to creativity; transforming the intangible to tangible. Example: Aesthetical knowing was in play during this assignment. After reading our assignments, research, discussions; understanding of subject while transform into reality via the end product, the finished paper. Personal knowing is obtained throu gh life: our jobs, home life, and recreation. After expert is defined, our experiences defines what the term means to each of us.For some, expert is a resource person that we contact to lead projects or captain a team. An expert can be a role model that we aspire to mimic or someone we and our colleagues place in a position of authority. Ethical knowing is what guides us. It is the center of who we are and what we know as right vs. wrong. Ethical knowing is obtained through our culture, religion and belief system. Example: the leader utilized ethical knowing to assign each of us equal, fair job duties for this assignment.

International Human Recourse Management Essay

Undertake research to examine current trends and emerging issues within the field of International Human Resource Management (IHRM). What are some contrasting and recent frameworks, models and perspectives applied within the field of IHRM? The meaning of International Human Resource Management (IHRM) becomes more and more important in the last few years. The first time the term IHRM was used was in 1990, around the same time period ‘globalisation’ began. Initially the main function of IHRM was the organisation and management of expatriates (Festing, et al., 2013, p. 161). In 2012 the foreign affiliates of Multinational Enterprises (MNEs) of the United Nations had reached 69 million workers (Dowling, et al., 2013, p. viii). Due to this fact it becomes clear the tremendous challenge IHRM faces in our time. Furthermore the world is getting more uniform and standardised because of the globalisation. With the impact of technical, commercial and cultural development, companies must rise to new challenges and a different way of thinking (Durham & Kellner, 2006, p. 659). If we put all the different aspects together we can define IHRM as examining the HRM issues, problems, strategies, policies and practices which firms pursue in relation to the internationalisation of their business (Brewster, et al., 2011, p. 10). On the basis of current research, this essay will investigate trends and emerging issues in the field of IHRM. In the first wide field of global assignments and careers there have been changes in recent years due to the development of technology and worldwide integration. As organisations are increasingly affected by the forces of globalisation and the competition between the different companies, the prerequisites for employees are increasing as well. Due to these facts, the work life balance (WLB) has been subject to increasing investigation and has led to a significant emerging issue for all people – especially international business travellers (Festing, et al., 2013). As a consequence,  WLB is receiving attention in the IHRM field. WLB consists of two different concepts: achievement and enjoyment. You cannot get the full value from life if you are only concentrated on one concept (WorkLifeBalance, 2014). One’s daily focus on achievement and enjoyment is based in all four life quadrants: work, family, friends and self WLB. WLB is already a significant topic for HRM, however it is even more important for frequent travellers. Due to this fact, in the field of IHRM, work life balance has been  investigated by Iris Kollinger-Santer and Iris C. Fischlmayr (2013). They focused on the difference between female and male international travellers and their WLB, finding that the different stressors related to travelling have a variable intensity according to gender. For instance, the lack of time for social contact or leisure activities is a stronger stress factor for women than for men. The family situation in particular is an important influence on each gender, with women missing their family more than men. Coping strategies also vary according to gender (Kollinger-Santer & Fischlmayr). Beauregard and Henry (2009) bring different concepts to the issue of WLB. These authors try to make a link between work life balance practices and organisational performance. Therefore they discuss the differing importance of factors according to national context, job level, and managerial support and come to the conclusion that WLB practices are often combined with high organisational performance (Beauregards & Henry). Another emerging challenge beside WLB is the different types of global assignments. In recent years, working abroad as an expatriate to get international experience and to develop global skills was considered an important skill. Organisations openly promoted this process. They wanted to give their employees work experience and transcend national boundaries. However, employees are often unwilling to work abroad or those who are  willing to work abroad are leaving their international assignments early or quitting their organisations once they repatriate because of the positive effects, such as promotions and salary advancement. Another aspect that favours this situation is to compensate for the out-of-sight, out-ofmind problem that occurs when employees are physically away from their home country’s organisation (Shaffer, et al.). Due to this fact a new emerging issue is taking place within IHRM. Organisations are looking for global work alternatives for their employees to gain global work experience without losing the employee afterwards. Besides the well-known kinds of work experience, such as corporate expatriation or self-initiated expatriation, some new ways to achieve global work experience are now offered to employees. Shaffer et al. (2012) sums up the existing ways to achieve international work experience and subdivided them along the three dimensions; physical mobility, cognitive flexibility, and nonwork disruptions. Based on this knowledge, the authors interpret the major findings from their review and develop a taxonomy of these experiences as a theoretical framework for analysing past studies. They point out that all of the global work  experiences were associated with different personal and nonwork demands especially, stress and family issues. However, Shaffer et al. claim that the specific stress factor varied by the different types of global work experience. Finally, they conclude that the real challenge is not the different types of global work, but is the combination of physically moving to a foreign country with the family and learning to adapt to a new culture that creates unique family demands associated with expatriate assignments (Shaffer, et al.). In addition to the new methods to get global work experience, Vaiman and Haslberger (2013) focus on the importance of  self-initiated expatriations and take a closer look at foreign executives in local organisations (FELOs). A FELO is a rare international crosscultural management phenomenon. To find the differences between an expatriate assignment and a FELO, one must take a deeper look at the subsidiaries of multinational organisations (FELO Research, 2014). Vaiman and Haslberger derive four different types of FELOs and various types of localised FELOs as well as typologies and organisation forms. Finally they examine global careers outside of traditional, company-backed expatriate assignments, and highlight the fact that there is a rising number of foreign executives appointed in recent years (Vaiman & Haslberger). Global talent management (GTM) is a rapidly growing field within IHRM. GTM includes the connection between the importance of talent management and success in global business. In general the aim of talent management is the identification of well qualified employees in a global context and placing those people in key positions where they have the potential to impact the competitive advantage of the organisation (Scullion & Collings, 2011, pp. 3-4). GTM is still an emerging field with debates regarding many aspects of its relevance IHRM (Festing, et al., 2013). For instance, Schuler et al. (2012) focus on various challenges in the area of GTM like dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. They present strategic opportunities and their implications for organisations in regards to these challenges, concluding that organisational need must be linked to the direction of organisational strategy and talent strategy in particular (Schuler, et al.). Clearly there is a wide area of unspecified topics in the field of GTM. In countries such as Germany, China or India, research on this subject is particularly limited, thus there has been much debate over the continuing significance of talent management in the recent years. There are two different views of the importance and the impact of talent  management (Festing, et al., 2013) According to Walk et al. (2013), talent is the most consistent and frequent factor in business success within a global context. For this reason, organisations compete across borders to get the most talented employees. The authors discovered that from the standpoint of an organisation, cross-cultural students are the most valuable, thus they tend to recruit their future employees from this group. Walk et al. also assess work expectations across diverse cultural backgrounds and concluded that differences in expectation are less between Chinese, Indian, and German students than one might suspect (Cf. Walk, et al.).  Ewerlin’s (2013) research on GTM focusses on the influence of talent management program’s attractiveness on an employer. Due to the fact that talented individuals are rare, organisations need to take care that they can position themselves as attractive employers in order to secure the best employees. Talented employees are able to pick and choose between several attractive job offers, therefore they are looking for an additional factors such as good talent management programs. Ewerlin could not confirm that there is a direct relationship between employer attractiveness and their GTM program, however she indicates that these programs should be designed for culturally differences and that personality also plays an important role in shaping the needs of individual employees (Ewerlin). If you compare the current trends and emerging issues of IHRM to the development of other departments within an organisation, especially due to the influence of other areas, there is constant change in IHRM. Additionally to the constant changes IHRM have made, there are a lot of increasing factors to the global market. Several aspects are crucial in the two huge fields of global assignments and careers and global work experience. In the first field there are different facts like work life balance and global work experience. The second area includes the current topics such as GTM programs and the connection to the attractiveness to an employer. Finally there are a lot of new areas of investigation that need to be explored and due to the fact of technical progress and the increasing globalisation it is important  to deal with new challenges in order to stay competitive in the international market. Reference List: Beauregards, T. A. & Henry, L. C., 2009. Making the link betwen work-life balance practices and organizational performance. Human resource management review, September, pp. 9-22. Brewster, C., Sparrow, P., Vernon, G. & Houldsworth, E., 2011. International Human Resource Management, London: CIPD House. BusinessDictionary.com, 2014. BusinessDictionary.com. [Online] Available at: http://www.businessdictionary.com/definition/expatriate.html Dowling, P. J., Festing, M. & Engle, A. D., 2013. International human resource management, 6th Edition. Hampshire: Cengage Learning. Durham, M. G. & Kellner, D. M., 2006. media and cultural studies. Carlton: Blackwell. Ewerlin, D., 2013. The influence of global talent management on employer attractiveness: An experimental study. German Journal of Research in Human Resource Management, pp. 279304. FELO Research, 2014. feloreseach. [Online] Available at: http://feloresearch.info/ Festing, M. et al., 2013. Current issues in International HRM: Alternative forms of assignments, careers and talent management in a global context. German Journal of Research in Human Resource Management, pp. 161-166. Kollinger-Santer, I. & Fischlmayr, I. C., 2013. Work life balance up in the air – Does gender make a difference between female and male internation business travelers. German Journal of Research in Human Resource Management, 09, pp. 195-223. Schuler, R. S., Jackson, S. E. & Tarique, I., 2012. Global talent management and global talent challenges: strategic opportunities for IHRM, New York: Journal of World Business. Scullion, H. & Collings, D. G., 2011. Global Talent Management. New York: Routledge. Shaffer, M. A., Kraimer, M. L., Chen, Y.-P. & Bolino, M. C., 2012. Choices, Challenges, and Career Consequences of Global Work Experiences: A Review and Future Agenda. Journal of Management, pp. 1281-1327. Vaiman, V. & Haslberger, A., 2013. Talent Manamgent of Self-Initaited Expatriates, Hampshire: PALGRAVE MACMILLAN. Walk, M., Schinnenburg, H. & Handy, F., 2013. What do talens want? Work expectations in India, China, and Germany. German Journal of Research in Human Resource Management, pp. 251-278. WorkLifeBalance, 2014. WorkLifeBalance. [Online] Available at: http://www.worklifebalance.com/