Business Decision Making Essay Example | Topics and Well Written Essays - 500 words

Business Decision Making - Essay Example Statistically speaking, there are two types of hypothesis namely, the null and the alternative hypotheses. During a statistical test, the null hypothesis is tested against the alternative hypothesis. It should be noted that "null" means nothing and that null hypothesis means that nothing is present (Hyperstat Online 2008). Statistical tests are conducted in order to test the viability of the null hypothesis. On the other hand, the alternative hypothesis is an alternative hypothesis which can be assumed if the null hypothesis is rejected. In the case of snack foods, hypothesis testing can be used in order to make business decisions. For example, the company is deciding whether to launch a healthier brand of corn chips to target weight watchers. After an intensive and extensive data gathering, the company wants to test if the introduction will have an impact in their current market share of 35%. Thus, they will need to conduct either one or two tailed test. A one-tailed test looks for an increase or decrease in the parameter under consideration while a two-tailed test looks for any change in the parameter. We will illustrate this further by applying the five steps in hypothesis testing. The first step in hypothesis testing is stating the null hypothesis. For both one and two tailed test, the null hypothesis that the market share will remain 35% can be stated as Ho: x = 36%.

Concept analysis on pain Essay Example | Topics and Well Written Essays - 1750 words

Concept analysis on pain - Essay Example This concept is called pain. Pain is an abstract idea that is relative in nature. Different people define pain differently since there are diverse aspects of pain. However, the most universally accepted definition is that pain is a strong unpleasant bodily feeling or sensation such as caused by illness or injury. According to this definition, anything that causes the unpleasant feeling is an agent of pain and does so by damaging the body cells of an individual. Further, this definition indicates that pain occurs in two stages: the first stage is the sensitivity by nerve endings that a chemical change has occurred in the tissues and secondly the interpretation that the change is harmful. Another applicable definition of pain is that it is a mental suffering or distress. This is the most experienced pain. It has agents and its causes are as diverse as the complications of human lifestyle can ever get. For instance, the news about a loved one’s demise is painful and so is head in jury in a road crash. The two give the ideas defined above; while one infers to a mental distress, the other refers to a bodily harm. Both inflict pain of different nature (Castle & Buckley, 2008). A more generalized definition of pain is â€Å"An unpleasant sensation and emotional response to that sensation† (American Academy of Pain Medicine, 2007). ... Doctors treat their patients who are coincidentally compelled to go to hospitals due to intense pain. To doctors, pain is the uncomfortable feeling caused by bodily harm. The main role that doctors perform, therefore, is the reduction of the pain and the initiation of the healing and recovery process. This they do by the administration of pain killers and the antibiotics. Furthermore, doctors diagnose the disease thereby determining the cause of the pain and treating it. In so doing, they offer a permanent solution to the pain. There are different types of pain related to bodily harm in the practice of medicine. The most common being the occurrence of an infection. This refers to an inversion of the body by a disease causing organism. Until the organism is established and its effects eliminated, the victims experience intense pain. Additionally, pain results from accidents. This refers to the unintentional bodily harm which causes direct destruction of body tissues. It results in ope ned skins otherwise referred to as wounds. Theses hurt and cause intense pain. Doctors therefore stitch up the injuries and administer painkillers thereby reducing the pain while instigating the healing process. The cardinal rule that doctors follow when handling the issue of pain is that the patient is always right. This is based on the fact that it is the bearer of pain who knows where it hurts. Therefore, if a patient says that he or she feels pain on the lips, the doctor has to believe it is so even if there may be no physical signs to indicate the presence of pain. Notably, pain is always a subjective concept (McCaffrey, 1977). This means that pain is what the person experiencing it says it is. For example, a person can be subjected

Learning memoir Essay Example | Topics and Well Written Essays - 1250 words

Learning memoir - Essay Example Having a car and having no driving experience did not augur well with the way I perceived things, I became restless never imagining the weird state in which I was. A car owner without any driving training leave alone experience, it was soothing to imagine myself putting my palms on the steering wheel, just to think of stepping on the clutch, it was pleased to have this thoughts soon I became obsessed my mind was clogged with the fact of spinning the wheels. Everyday I could stand by my car looking at it by admiration. After many days of desire I contacted my driving tutor, Mr. Timothy who happened to be a good instructor not by anything tangible but by the way he placed his words in the name of coaching me. Then I came to realize that I was a good auditory learner, yes my coach Timothy inflicted this in me I could learn from nothing sort to that. No pens, no papers and no computers or electronic gadgets to put my references from. â€Å"Be attentive to the speed limit†, â€Å"make a full stop at every point with a stop sign†. These words could reign on my mind every time I took to the road to train. These words were now frequently used by my coach Timothy I could now do the stopping without being reminded; I was a good observant of all the road rules. As an auditory learner I was expected to be attentive, keen and most importantly watch on how things transpired. When I completed my theory test which entailed listening and understanding the driving fundamental concepts it was a moment for my practical application for whatever I understood. Timothy and I took to the road, the training car was there waiting for us. It proved to be an up hill task for me to park a car to the back spot on a Z shape through reverse. I could not figure out the way this concept was coming about I tried at many times but to no avail it all ended in vain. It was

Individual portfolio- pebble Essay Example | Topics and Well Written Essays - 750 words

Individual portfolio- pebble - Essay Example l with responsibility for allocation of duties to her team, ensuring correct food service, ensuring reasonable waiting times for food, and handling food complaints. Jiawen Zhu, as front house manager, was tasked with allocating roles to members of her team and ensuring availability of staff to receive guests. Chandra was chosen as kitchen manager with responsibilities to oversee kitchen team, allocate their responsibilities, ensure correct delivery of dishes, and enhance communication between chefs and the team. Finally, Gerel Bold was chosen as setting/clearing up manager with the responsibility of ensuring tables were correctly laid, allocation of duties to team members, and ensuring timely setting up and clearing up. For this event, a British summer theme was chosen. The British summer is unique because the sun sets later than usual in the evening after clocks are set back by one hour. The event will take into account the perception of the British summer, as consisting of two fine days and a thunderstorm (Eden 2008, p. 1). This theme will seek to show the colour, fun, and sun that are associated with summer, which will be reflected via the design and dà ©cor of the event, as well as the drink and food. Three courses will be presented as part of the meal menu, aiming to reflect the fun atmosphere through fun packaging. The idea of a British summer will be represented using red/blue/silver runners as representative of the British flag, while a colourful flower bouquet will be reminiscent of the summer season. The customers targeted for this event are university students and staff. This customer base is well educated and considers specific information regarding cooking methods. Thus, members of the staff will be required to know about the food and beverages offered in order to offer advice and answer questions by the customer, improving customer service. This customer base will also be seeking to satisfy specific needs other than dining, which may be related to

Which is and will be the most powerful institution guiding human Essay

Which is and will be the most powerful institution guiding human activity in the next century... the state... the market ... or NGOS and IGOS - Essay Example Why is this so? First, most issues will have continued to be supra-national in nature to which the state is inherently constricted by its territorial boundaries. Hence, there is the increasing need for global governance (UBUNTU Foundation 94). As such, this makes IGOs most in demand, because the very supra-national nature of IGOs enables them to transcend the limitations of the state, while allowing them to act just like the state. In short, IGOs can govern globally. Where the state cannot intervene into the peace and security problem of a neighboring state, IGOs can. As defined, IGOs are created through a constitutive treaty involving two or more nations that come together in good faith for a common issue of interest. They are meant to create a mechanism through which nations of the world could work collaboratively more successfully concerning peace and security, economic and social issues. (Koteen, par. 1-2) Thus unlike NGOs, IGOs, Pease explains, have international legal personali ty. Meaning, IGOs are authorized to act under international law. For example, they can enter into international agreements with other international organizations and states; they can file a case in national courts; and they are also given immunities similar to the state. (6-7) Therefore, IGOs can be as powerful as the state in a much broader framework. Second, the unregulated dominant position of the market in the world economy, as manifested by the pervading powers of transnational and multinational corporations, is perceived not only to have increasingly threatened the sovereignty of nations but also to have caused poverty and to have widened inequality as it polarizes the world between the rich North and the poor South (Lodge and Wilson 9), which to many are enough reasons for violent conflicts to further intensify and for rebellion and terrorism to be justified. Though it may be argued that poverty is not the main cause of terrorism, Von Hippel sustains that there exists a signi ficant relationship between economic vulnerability and radicalism and terrorism (52-53). Suffice it to say therefore that the market, given its greed for profit, tends to exacerbate rather than mitigate violence and insecurity. Given this negative perception of the market, the need for global governance to regulate the market in order to lessen its impact on global economic inequality, consequently lessening possible sources of global insecurity, will become a necessity. Hence, the IGOs will become more influential. In fact, history shows the consistent trend that every after major world conflicts (i.e., Russo-Japanese War, World War I, and World War II), the emergence of IGOs for peace and security sharply increases (Jordan 18). Since the threats of world conflicts, though may no longer be in the form of world war, remains; the necessity for IGOs stands. Third, IGOs have consistently shown their effectiveness not only in finding ways to help resolve interstate conflicts but even in helping nation-state deal with its intractable conflicts (Brahm, par. 1). Hence, the prime usefulness of IGOs rests on their capability to provide states with a forum through which they can sit down and resolve their conflicts – Something that the market and the nation-state have not shown to be capable of. This cited effectiveness of IGOs could be attributed to the very purpose of their creation, which Brahm

Staffing and Training Essay Example for Free

Staffing and Training Essay As multinational firms globalise they must learn to co-ordinate efforts among an increasingly culturally diverse workforce and environment. Nowadays people tend to be very defensive of their cultural identity and caution by others has to be taken so that insult is not caused. Through the years success of Japanese organisations global strategies has encouraged American firms. Although many point out the advantages, cultural diversity may leads to conflict, misunderstanding and lack of cohesion. (Tung, [1993]) states that cross cultural training process, helps in the development of building relations between individuals or groups, especially individuals/groups with diverse cultural backgrounds. (Welch [1998]) defines cultural training as any form of guided experience helping people to live and work more contentedly in another culture. Such training encourages understanding about differences and acceptance of the multicultural work environment and helps create and retain effective work teams and expertise in dealing with multicultural management (Hartenian, [2000]) describes the multi-cultural workforce as a workforce that excludes no one, from top-level management to low-level employees. He sees the multi-cultural workforce has one of the main opportunities for an organisation. Although multi-cultural workforces are beneficial to organisations in relation to performance and profitability, they can be very hard to manage. According to (Hill, [92]) the key to managing multi-cultural workforces is the realisation that majority and minority cultures do not always share experiences. To solve this managers can adapt different strategies such as: developing programmes that promote awareness of different cultures, recognise common links among different ethnic groups and express concerns and confusions. (Hill [1992]) believes that if organisations use these strategies, economic benefits will be reaped. This may be easier said than done, (Harisis Kleiner, [1993]) argue that the implementation of such workforces are extremely difficult. They say that not only within American society and businesses but on a world wide scale there are widespread barriers. Such barriers include unwritten rules and double standards for success which are often unknown to women and minorities, stereotypes and their associated assumptions and lack of communication about differences. In global organisations it is essential that effective cross cultural training occurs in order to help individuals obtain both the knowledge and the tools needed to reduce misunderstandings and improper actions (Black Mendenhall [1990]) suggest that multi-cultural training provides individuals with greater self confidence and decreased narrow-mindedness about people from diverse cultures. In addition (Barlett and Ghoshal [1990]) also pointed out that establishing a multicultural training programme improved the companys ability to operate more efficiently in different cultural environments. Although many multicultural training programmes are undertaken to enhance cultural diversity they are not always successful. According to (Woods [1992]) a systematic approach should be taken towards training. (Woods [1992]) established a four step cycle: Firstly was to specify certain job task of individuals and assess the needs of the corporate culture. Secondly is the identification of training objectives. Thirdly was the establishment of the proper training content in which the following was used; sensitivity training, cultural awareness and orientation programs. In addition (Cox, [1993]; Gamio Sneed, [1992]; Tung, [1993]) introduced the communication competency program. In the final stage (Milkovich Boudreau [1991]) stated that training programs need to verify whether the training is successful in junior members of staffs performances at work. The cycle used was concerned with the effectiveness of the training, however, (Mendenhall Oddou [1986[ Tung [1981]) found factors that deterred individuals. These included lack of specialised trainers, cost and perceived lack of usefulness. Research carried out by (Gamio Sneed [1992]) found that the deterrence factors are of major importance. Take for instance the catering industry. Mangers in restaurants may blame high staff turnover rates on lack of multi-cultural training, therefore using these rates as the reason to ignore the need for training programs. (Jackson [1991]) believes that heterogeneity among team members contributes to high turnover rates within organisations. Researchers may find that the re lationship between cultural diversity and staff turnover is of major importance to all organisations. Hospitality researchers Results of this study have provided useful directions for future research in the area of multicultural training. Respondents in this study perceived more success in improving interpersonal skills than dealing with culturally diverse people because those skills are probably more easily observable and acquirable. A more rigorous research design is recommended before definitive conclusions about the efficiency of the training can be reached (Black and Mendenhall, 1990). Without identifying a baseline of knowledge and skills before starting the program, it becomes difficult to measure training effectiveness. Researchers can solve this problem by utilizing a pretest-posttest design with a control group, identifying two separate groups during pretest. One group would be tested before and after receiving the training. The other group would simply be tested twice once before and once after the program but they would not receive the training. By measuring both groups, training managers could fully assess the impact of the training program. Furthermore, the measurement of the training effectiveness needs to incorporate the trainees estimation about the program in addition to perceptions from directors of human resources. Alliger and Janak (1989) advocated that training needs to integrate two evaluation criteria: 1 Internal. For assessing how trainees feel about the training experience. 2 External. For estimating the changes in job behavior and organizational effectiveness (Milkovich and Boudreau, 1991). . Such training encourages understanding about differences and acceptance of the multicultural work environment and helps create and retain effective work teams and expertise in dealing with multicultural management. Full Text (2411 words) Copyright InfoWorld Publications, Inc. Apr 24, 2000 [Headnote] As the IT workforce grows more diverse, managers must improve awareness without creating inconsistency Diversity will have a significant impact on the hospitality industry. On one hand, diversity may cause problems, particularly in older, traditional organizations with a homogeneous workforce, including communication difficulties with supervisors and co-workers as well as with customers. Thus, group cohesiveness may be reduced by an increased cultural diversity among group members (Cox, 1993). The lack of understanding of different cultures may lead to ineffective management techniques in directing, motivating, and rewarding culturally diverse employees. On the other hand, diversity enriches a hospitality organization by adding new cultures, ideas, and alternative methods for solving problems.). What is not understood is what effects, if any, these changes will have on an organization and how it can respond in a proactive way to them. Recognizing the significance of managing diversity in the hospitality organization, Welch et al. (1988) suggest that developing cultural awareness in a company helps employees become familiar with different values, interpersonal interactions, and communication systems which must be understood for an effective multicultural working environment. Christensen (1993) emphasizes that organizations failing to acknowledge the full range of variety inherent in their employees and customer populations will have difficulty surviving . Restaurants need to have more thorough multicultural training programs, focusing on training goals which are practical and job-specific. Job result-oriented training goals, including increasing employee teamwork among culturally diverse employees and improving cross-cultural skills, must be a part of the training goals to encourage employee participation and eventually help in facilitating job performance in dealing with multicultural work environments. In addition, training methods should be more comprehensive rather than limited. As case 3 reported, minority mentor and advisory programs could be utilized to encourage full participation of ethnic minorities. These involvement efforts, with full support from upper management, would help change employees attitudes and lower barriers between diverse workers and promote ethnic minorities, and hopefully lead to less turnover generated from the feeling of isolation and difference. Furthermore, human resource directors may consider utilizing employees with multicultural experience. For instance, the company can hire managers who have hands-on experience with different cultures or language skills for efficient interaction with diverse employees and for multicultural training. These comprehensive training approaches can eventually generate productive training results and increase better understanding among employees from diverse cultural backgrounds. Hospitality researchers Results of this study have provided useful directions for future research in the area of multicultural training. Respondents in this study perceived more success in improving interpersonal skills than dealing with culturally diverse people because those skills are probably more easily observable and acquirable. A more rigorous research design is recommended before definitive conclusions about the efficiency of the training can be reached (Black and Mendenhall, 1990). Without identifying a baseline of knowledge and skills before starting the program, it becomes difficult to measure training effectiveness. Researchers can solve this problem by utilizing a pretest-posttest design with a control group, identifying two separate groups during pretest. One group would be tested before and after receiving the training. The other group would simply be tested twice once before and once after the program but they would not receive the training. By measuring both groups, training managers could fully assess the impact of the training program. Furthermore, the measurement of the training effectiveness needs to incorporate the trainees estimation about the program in addition to perceptions from directors of human resources. Alliger and Janak (1989) advocated that training needs to integrate two evaluation criteria: 1 Internal. For assessing how trainees feel about the training experience. 2 External. For estimating the changes in job behavior and organizational effectiveness (Milkovich and Boudreau, 1991). . In responding to the multicultural work environments and international scope of restaurant operations, the hospitality industry should provide proper training for line employees who require customer interactions during their routine jobs in addition to managers who deal with employee promotion and corporate culture. TRAINING Perlmutter identified three managerial attitudes toward international operations Managers with an ethnocentric attitude are home-country oriented. Home-country personnel, ideas, and practices are viewed as inherently superior to those from abroad and are used for evaluation purposes. A polycentric attitude is a host-country orientation based on the assumption that because cultures are so different, local managers know what is best for their operations. Managers with a geocentric attitude are world-oriented. Skill, not nationality, determines who gets promoted or transferred to key positions around the globe. This attitude attempts to maintain a balance between global standards and local discretion. A geocentric attitude can help management take a long step toward success in todays vigorously competitive global marketplace. complexity. Documentary programs. Culture assimilator. Language instruction. Sensitivity training. Field experience. TRAINING . . References 1. Alliger, G. and Janak, E. (1989), Kirkpatricks levels of training criteria: thirty years later, Personnel Psychology, Vol. 42 No. 4, pp. 331-42. 2. Andorka, F. (1997), Diversity task forces meet to set agenda, Hotel and Motel Management, Vol. 212 No. 4, pp. 32-6. 3. Barlett, C. and Ghoshal, S. (1990), Matrix management: not a structure, a frame of mind, Harvard Business Review, Vol. 68 No. 4, pp. 138-45. 4. Black, J. and Mendenhall, M. (1990), Cross-cultural training effectiveness: a review and a theoretical framework for future research, Academy of Management Review, Vol. 15 No. 1, pp. 113-36. 5. Bochner, S. (1982), Cultures in Contact: Studies in Cross-cultural Interaction, Pergamon Press, New York, NY. 6. Bond, R. and Bond, J. (1993), The Sourcebook of Franchise Opportunities, Business One Irwin, Homewood, IL. 7. Christensen, J. (1993), The diversity dynamic: implications for organizations in 2005, Hospitality Research Journal, Vol. 17 No. 1, pp. 69-86. 8. Clark, J. and Arbel, A. (1993), Producing global managers, The Cornell Hotel Restaurant Administration Quarterly, Vol. 34 No. 4, pp. 83-7. 9. Cox, T.H. (1991), The multicultural organization, Academy of Management Executive, Vol. 5 No. 2, pp. 34-47. 10. Cox, T.H. (1993), Cultural Diversity in Organizations, Berrett-Koehler, San Francisco, CA. 11. Franchise Directory (1992), 1st ed., Martin, S. (Ed.), Gale Research, Detroit, MI. 12. Fullerton, H. (1987), Labor force projections: 1986-2000, Monthly Labor Review, Vol. 110 No. 9, pp. 19-29. 13. Gamio, M. and Sneed, J. (1992), Cross-cultural training practices and needs in the hotel industry, Hospitality Research Journal, Vol. 15 No. 3, pp. 13-26. 14. Glick, W., Harber, H., Miller, D., Doty, H. and Sutcliffe, K. (1990), Studying changes in organizational design and effectiveness: retrospective event histories and periodic assessments, Organization Science, Vol. 1 No. 3, pp. 293-312. 15. Harris, K. and West, J. (1993), Using multimedia in hospitality training, The Cornell Hotel Restaurant Administration Quarterly, Vol. 34 No. 4, pp. 75-82. 16. Houten, B. (1997), Harvest time, Restaurant Business, Vol. 15 No. 8, pp. 71-80. 17. Jackson, S., Brett, J., Sessa, V., Cooper, D., Julin, J. and Peyronnin, K. (1991), Some differences make a difference: individual dissimilarity and group heterogeneity as correlates of recruitment, promotions, and turnover, Journal of Applied Psychology, Vol. 76 No. 5, pp. 675-89. 18. Jeffcoate, R. (1981), Why multicultural education?, Education 3-13, Vol. 9 No. 1, pp. 4-7. 19. Mejia, L. and Palich, L. (1997), Cultural diversity and the performance of multicultural firms, Journal of International Business Studies, Vol. 28 No. 2, pp. 309-35. 20. Mendenhall, M. and Oddou, G. (1986), Acculturation profiles of expatriate managers: implications for cross-cultural training programs, Columbia Journal of World Business, Vol. 21 No. 4, pp. 73-9. 21. Milkovich, G. and Boudreau, J. (1991), Selection and design of training programs, in Human Resource Management, 6th ed., Irwin, Homewood, IL. 22. National Restaurant Association (1988), Foodservice Industry 2000 (Current Issue Report), National Restaurant Association, Washington, DC. 23. Tung, R. (1981), Selection and training of personnel for overseas assignments, Columbia Journal of World Business, Vol. 16 No. 1, pp. 68-78. 24. Tung, R. (1993), Managing cross-national and intra-national diversity, Human Resource Management, Vol. 32 No. 4, pp. 461-77. 25. US Travel Service (1990), Annual Summary of International Travelers to the US, US Travel Service, Washington, DC. 26. Welch, T., Tanke, M. and Glover, G. (1988), Multicultural human resource management, Hospitality Research Journal, Vol. 12 No. 4, pp. 337-45. 27. Woods, R. (1992), Managing Hospitality Human Resources, Educational Institute of the American Hotel and Motel Association, East Lansing, MI. 28. Zikmund, W. (1991), Business Research Methods, 3rd ed., The Dryden Press, Orlando, FL, pp. 3 Despite their popularity, the risk of failure of such ventures is high. There is a wealth of academic research studying the factors which may lead to greater success. Some authors suggest that greater attention up front to structural and partner characteristic dimensions will arrest the high failure rate (Parkhe, 1993). Recent research effort has been directed towards forwarding general prescriptions for managing the relationship once the alliance is under way Parkhe, A. (1993), Strategic alliance structuring: a game theoretical and transaction cost examination of interfirm cooperation, Academy of Management Journal, Vol. 36 No. 4, pp. 794-829. The work of Hofstede (1980), in particular, is considered the most comprehensive effort, involving analysis of a large scale questionnaire based survey of one large American corporation in 40 of its subsidiaries. Hofstede found that differences in national culture varied substantially along the four dimensions of uncertainty avoidance, individuality, tolerance of power distance and masculinity-femininity. Hofstedes work has frequently been used as a starting point to identify and model cultural clusters (Kogut and Singh, 1988; Ronen and Shenkar, 1985). Although the methodological approach has been extended to explore the effect of culture on international cooperation (Johnson et al., 1993; Graham, 1988) the difficulties of measuring and monitoring exchange processes have been noted. Indonesian culture, particularly Javanese and Sundanese culture (the latter from the region of Bandung) is very different from modern Western European and North American culture. Particular aspects of these cultural differences can affect the trust-building process. The case provides key episodes which illuminate these cultural trait differences and suggests methods to work within this cultural diversity. The critical involvement of stakeholders A key cultural dimension in SE Asian culture is the collectivist approach to business. This manifests itself in our case study through the critical involvement of stakeholders in the formation phase of the JV. The role of stakeholders and management of their interests is a key theme running through the paper. In particular, the case study suggests a need to systematically identify the power and interest of potential stakeholders and plan for and subsequently negotiate their roles and influence in the venture. These factors have led many Western companies to look for help and expert local advice through collaborative arrangements with ASEAN country partners. Market entry strategies have favoured equity JVs, which several ASEAN countries prefer in order to protect their own interests and ensure long-term growth (Lasserre, 1995; Mann 1996). The JV formation process: an analytical framework Lorange and Roos (1993) proposed a formation process model for JVs and strategic alliances which consisted of two areas of consideration; political and analytical and two phases of development; the initial and the intensive phase. This model has been modified and extended to create an analytical framework which derives from the Indonesian JV experience. The marketing and economic benefits from such a JV were apparent to Lucas at the time. Essentially the JV would provide abundant and highly skilled low-cost labour (with future joint product development a realistic possibility), made up of a loyal, dedicated and, importantly, reliable workforce with excellent proven machine tool skills and capabilities. Good rail and air transport links with markets in Europe, North America and Asia Pacific made it an attractive proposition along with a burgeoning Western market for low-cost high quality aerospace standard precision machined parts and components Westerners, particularly from Northern Europe and North America are generally viewed as particularists (Trompenaars, 1993). They rely heavily on rules and legal agreements to structure and provide governance to cooperative ventures. Trompenaars, F. (1993), Riding the Waves of Culture, Nicholas Brealey, London The most commonly utilized starting point for organizational development work on managing diversity is some type of employee education program. Human Resource Planning, June 2001 v24 i2 p10 Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development. Marc Bendick; Mary Lou Egan; Suzanne M. Lofhjelm. Diversity is not just race and gender. It has a lot to do with communication styles and work styles,

The Brain Left vs Right Essay Example for Free

The Brain Left vs Right Essay The brain is a continually researched part of the human anatomy. With advances in technology, medicine and psychology it has been continually researched. The current science we have now reveals many things about the brain, such as there are two hemispheres in the brain, the left side and the right side. How much truth is there behind certain hemispheres impacting learning differently? In this essay we will take a look at each hemisphere separately, together and there correlation to learning determining and evaluate any actual facts. The left hemisphere of the brain is assumed to control certain functions more so than the right side. The left brain is often more associated with tasks involving logic, analytical thinking, and language. Much of the research is controversial as to if each hemisphere is different, and unique. Hines (1987) states, clearly there â€Å"are differences between the two hemispheres of the human brain† in regards to how â€Å"they process information.† This being said if the left hemisphere is mainly in charge of language and logic, what is the right responsible for? The right hemisphere is thought to control expressive and creative tasks such as emotional, creativity, music etc†¦ There have been multiple studies that point towards each hemisphere having more control over certain areas than others. That being said there is controversy that you are using both hemispheres equally. There are many theories out there but no one hundred percent facts yet. With this in mind is either side more advantageous in regards to learning? The hemispheres usually work together in every aspect, they work together to create the best outcome. In order to read, for instance, a person needs to constantly access both the left and right hemispheres of the brain simultaneously. The brain has something called the corpus callosum, a bundle of nerve fibers. This is what allows the two brain hemispheres to communicate and transfer information freely. Brain Yochim et al. â€Å"†¦hypothesized that the RH [right hemisphere] performs a â€Å"coarse grain† analysis from which the LH[left hemisphere], which performs a â€Å"fine grain† analysis, then selects the most appropriate interpretation.†. Obviously the brain functions as a whole but is either side more advantageous in regards to learning? Then if each of the hemispheres of our brain has certain functions or specialties, this would make the brain avoid duplication of function. According to Ann Hermann-Nehdi â€Å"the brain functions as a whole, not two individual parts-has evolved into a useful framework for learning and performance.†(2010). The hemispheres work together making all learning a combination of the left and right hemispheres. There is however, a tendency if you will for one hemisphere to be more dominant. The dominant hemisphere directly effects how each individual will respond to new experiences and learning techniques. With this knowledge in mind we are better able to decide the style of learning to pursue. There has been and will be continuous research into the anatomy of the brain. The brain in its complexity may one day be figured out. When that one day comes maybe the facts will push humanity even further toward greatness. The two hemispheres of the brain may be responsible for different things, but both are used. In regards to learning that is also the case, we use both hemispheres and different learning styles to create the most logical interpretation of the presented information. The brain is a complex organ and the continual advances in science and technology may one day lead our knowledge of learning even further.