Why are Nigerians easily affect by HIV Essay Example | Topics and Well Written Essays - 2000 words

Why are Nigerians easily affect by HIV - Essay Example In 2005, the number escalated to 2,20,000 deaths. In Nigeria prevalence levels of the acquired immunodeficiency syndrome (AIDs) caused by the human immunodeficiency virus (HIV), are highest among young people, especially women between the ages of 20 and 29 years. However, there are differences on a regional as well as state level basis, attributed to the marked social and ethnocultural differences at these levels. According to Deji et al (2007: 10), the prevalence â€Å"ranged from a low of 2.3% in the south west to a high of 7% in the north central regions†. At State level, the variations are wider; as in Osun and Ogun the prevalence of the disease among pregnant women was 1.2% and 1.5% respectively, as compared to 9.3% in Benue and 12% in Cross River. Projections show that by 2009, some five million Nigerians would have developed AIDs, since the disease takes up to ten years to develop fully into AIDs after the onset of infection. Surveys indicate that both urban and rural areas are affected (Sofo et al, 2003: 14). Nigeria’s government predicts that from 2007 to 2011, the adult prevalence of HIV/ AIDs will reach as high as 26% and up to 15 million people will be infected. By 2011, around 10 million Nigerians would have died from AIDs, and Nigeria would overtake South Africa as the African continent’s most AIDs-affected nation (Rotberb, 2007: 25). Before 2011, it would not be possible to stop the escalation of the disease, but an improved availability of treatment with antiretroviral drugs and better healh infrastructure, would help to increase the life span of sufferers. However, slowing the spread of HIV/ AIDs is considered to be crucial in controlling the disease. Professor Rasheed A. Bakare, an accomplished microbiologist and venereologist has stated in an interview (Annals, 2005: 48) that in Ibadan which is the capital city of Oyo State in Nigeria, Africa, the most common agents responsible for sexually

Multinational Companies MNC

Multinational Companies MNC Multinational Companies MNC 1 Introduction Over the past couple of years Multinational Companies (MNC) had to face a number of new challenges in their daily business. Globalization changed numerous things for global players. Normally the structure of a typical MNC shows a focus on their main resources and departments like finance, technology, marketing, sales and production. This is because they want to have a large number of customers and also want to make a good profit. But if they neglect these new challenges coming up with the globalization they might not be successful anymore (Mendenhall et al., 2003). A big challenge MNC’s have to manage is their workforce diversity (Stern, S. 2008). Diversity means any sort of difference between two or more people. These differences might exist in terms of age, gender, race, education, social status and other terms. To manage this diversity MNC’s have to implement strategies that knit all employees together into a dynamic workforce (Miller, Dollar, 1950). Because of this enormous diversity one of the key success factors of MNC’s is the recruitment and selection of labor who offer valuable individuality. These individuals are forming the values and beliefs of an organization (Mullins, 2007). The management of this diversity is a challenge of the human resource management. In this paper I will focus on how MNC’s can improve their HRM and make their company staying successful in terms of managing diversity. It is hard to become a major player in the global market without an effective HRM. There are two major challenges within global HRM namely building global corporate cultures and developing global leaders that have to be mastered in order to manage diversity and be successful in the global business environment (Mendenhall et al., 2003). 2 Enhancing global business strategy Today more and more companies expand their activity internationally or are already an existent global participant. This requires new strategies. The HRM can contribute a lot to the success of an enterprise, if it adopts a truly globalize strategy in alignment with the corporate strategy (Mellahi et al, 2003). 2.1 Tasks of an international HRM The human resource management has to establish processes and policies which enable people to learn new skills required to compete successfully in a global business environment. A truly international HRM also involves the ability to move people easily from country to country. As companies become more global, they need talented managers with global experience. These people also need assistance in building international task forces and teams. Managing the administrative details associated with international assignments beyond the recruiting process is a complex issue. Therefore a good knowledge of the cultural differences and possible barriers is necessary (Holbeche, 2004). Human resource management needs to develop the policies, the processes and administrative agendas which have to become standardized and implemented in all locations. Though practices may differ between countries, a company needs some common standards across its subsidiaries that are strategically aligned with the organizations mission, for example a worldwide standard for senior management in evaluation, compensation and development. With this HR the organization can create social capital in locally adaptive ways and serve as a buffer between globalization and localization of strategic practices (Gomez et al., 2005). A company that is in the lead in implementing and creating a global HRM and is capable of all these tasks can develop a strategic resource, which is hard and expensive to imitate quickly. 2.2 The mission of international HRM When a company decides to go global, it does so to create unique competitive advantages, that is not possible in the domestic market. Therefore it has to adapt its strategy to define the new goals and the measures to meet them. Business strategies, which organizations adopt to maintain competitiveness, should be developed in conjunction with their human resource departments (Lengnick-Hall et. al 1988; Schuler et. al, 1984; Tichy et. al 1982). It is quite clear that the change from local to global has an impact on the techniques used in human resources management. By implementing HR issues in the mission, this will help enhancing the global business strategy. The mission can be defined as the reason why organizations exist. The purpose of an organization is the heart of the mission, but it is also made up by organizational beliefs, values and business definition (De Wit et al. 2004). To be strategic, human resource practices are expected to maximize employees effectiveness in accordance with their organizations missions, objectives and goals (Lengnick-Hall et al. 1988; Schuler et al. 1984; Tichy et al. 1982). When the mission is consistent and compelling to the employees, it can be a source of motivation and create an emotional bond between the members of the organization, which again can result in better performance tied up to the mission (De Wit et al. 2004). In a global organization, it is harder to create a mission that ties together people from many different parts of the world, and it is therefore crucial in creating a global mission, to consult and integrate HR issues into it. There are very different ways in businesses around the world in handling HRM, and therefore in trying to decrease the differences between domestic and international HR, it can help make the subsidiaries to work towards the same goals. The mission outlines the fundamental principles guiding strategic choices, and if it has guidelines on how to handle different HR issues, the different subsidiaries will use a somewhat similar HR management. To be able to integrate HR with global strategy development and implementation, senior members and top management of the organization need to promote HR issues, and try to address them in the development and implementation stage (Mendenhall et al. 2003). Collaboration among employees in MNC’s Employee behavior is perhaps the most critical challenge that multinational organizations have to deal with (Bartlett Ghoshal, 1990). In Multinational Companies there is a huge potential of conflicts, because of its diverse personalities. As a consequence of this tensions will arise among employees. Although these tensions are inherent to MNC and also desirable (Kilmann, 1985), they require increased levels of collaboration. An organization must therefore enable their employees to accept the tension and behave as one company. Nevertheless, in many large and multinational companies, employees tend to be silo-focused. They view their membership and loyalty as belonging to a certain subunit in the organization. Consequently they behave in a manner that benefits their subunit but could be detrimental to the organization as a whole. This kind of thinking of course leads to a higher effort of coordinating and collaborating employees to have a successful organization (Joyce, 1986). Many problems can arise out of the silo-focused way of thinking. Collaboration between units is hindered by personal conflicts between unit leaders, resources might be withholded from each other and insufficient communication between different units leads to a lack of trust in the whole organization. According to Sy D’Annunzio (2005), there are two major reasons for silo-focused behaviors. First, most employees reside in the same function (and often the same unit within the function), throughout their careers. They always work with the same people and probably never had the chance to work with other elements of the organization. Second, MNCs with complex structures require a higher degree of collaboration, compared to small companies with simple line structures. Mostly, employees have not developed the necessary social skills for this high degree of collaboration. Often, the â€Å"command and control† thinking in traditional hierarchical organizations is simply turned over in complex MNC’s, where it is predestined to fail. Therefore, possible measures to mitigate silo-focused behavior are providing trainings for social skills, defining clear expectations for behavior in the organization, working across functions to learn about different points of view and most importantly building relationships between employees of different units (Sy DAnnunzio, 2005). Diversity in MNC’s As a multinational company works in a global market it must be prepared to detect all possible changes in the global environment and it has to be able to communicate and adapt the identity of the company to them (Ali Camp, 1996). 4.1 Cultural diversity Nowadays cultural diversity plays an important role in a company. The criteria discriminating these groups include race, geographic origin, ethnicity, gender, age, functional or educational background, physical and cognitive capability, language, lifestyles, beliefs, cultural background, economic category, tenure with the organization and sexual preference (Seyman, 2006). The company can’t offer quality products or services to the customers if it doesn’t understand and take in account the impact that the culture has in all the processes (Maddock, Lois Viton, 2008). Workers usually think that their behavior hasn’t got any influence on the final product or service, but to be effective, every part must have a clear vision of the company and a clear mission on it. The social, political and enterprise structure depends on everyone in the company, so the internal area and the human resources, one of the most important areas of a company, must be developed with the rest of the company to achieve their goals (Seyman, 2006). The misunderstanding and ignoring of different cultures, language and historical background lead to disasters in the field of setting up multinational business. To avoid this, a general knowledge of another nation’s culture and history is essential. So general cultural knowledge, if coupled with prejudice and prejudgment, is an obstacle to effective global management (Ali Camp, 1996). 4.2 Communication and language barriers One important challenge beneath culture is language barriers. Communication is essential for management. Yet communication relies upon a shared language, a pre-requisite that does not exist in many international business situations and that is when the problems start. The most pronounced manifestation of the language barrier at work can be found in the relationship between a multinational parent company and its network of international subsidiaries. Several factors contribute to the difficulty of achieving and sustaining effective communications and a productive, collaborative relationship. Even if an employee is relatively competent in the language of the other party, loss of rhetorical skills is always present as the use of humor, symbolism, sensitivity, negotiation, persuasion and motivation requires a very high level of fluency (Harzing Feely, 2008). 5 Managing diversity in MNC’s through HRM To manage workforce diversity in MNC’s it’s a challenge for the human resource management to establish a global corporate culture. To identify with the corporate culture of the company is the most important thing for the staff. That is why building a global corporate culture is one of the most important challenges for Multinational Companies. But also the management in MNC’s has been changing. There is a need for global leaders. The formation of such global leaders is also a part of the human resource management. 5.1 Need for global corporate culture The situation within global enterprises has been changing for many years. According to the cheap labor in eastern world and other factors, there has never been such a need for understanding the different cultures in multinational companies (Crocket, 2003). Cultural empathy, integrity, and comfortability in dealing with people from various cultures, along with effective performance, highlight the necessity to think and act in relevant cultural terms. This does not mean that today’s managers must know in detail the cultural and historical backgrounds of other nations. Rather, it means that global managers need to think and act with an open mind and in socially responsive ways to events at home and abroad (Ali Camp, 1996) To be able to work efficiently in the global market and industry it is very important to build a corporate business culture. A corporate culture can be explained by convening several different cultures represented by numerous different workers, working in a Multinational enterprise (Mendenhall, et. al., 2003). As the word Multinational enterprise already expresses that the company is acting global, it is common that numerous different people with different cultures are working for this company (Stern, 2008). Furthermore every culture has its own methods, values, beliefs, habits, language and so on. Organizations acting global can never work without interference of the leader board to create a global corporate culture. That is why a Multinational company has to offer corporate values, beliefs, methods, habits and working processes all set in the global corporate culture. Of course it is necessary to respect local cultures because if an organization does not respect the local cultures, workers will not be satisfied and can never identify with the company they are working for (Mendenhall, et. al., 2003). In former times there was the so called colonialism style of leading people. Colonialism can be understood as the control of overseas colonies by imperial powers. A foreign power rules a large group of people and the foreign power uses the colony for wealth and has more advanced technology than the people of the colonies (Glossary, 2005). In other words the headquarters and the top management delegated the work to their staff and controlled the output. This is not possible anymore. They have to create clear global corporate values. These corporate values assist to improve workforce and working processes as the staff all over the world can identify with the vision and values, the corporate culture, of the headquarters and all other subsidiaries (Reggie, Fabish, McGaw, 2005). The global corporate culture should assist to create a standardized culture with respecting local cultures so that the Multinational Company has a unique and corporate appearance to the outside. This global corporate culture should be written down with all its values, certain behaviors towards customers, suppliers, stake- and shareholders, its working processes, communication methods and team forming habits (Lotti, Mensing, Valenti, 2006). A very interesting article states that there has to be paid much attention with forming cooperation concerning the global corporate culture. It says that the company cannot be global until its board of directors does not reflect the countries and regions in which it operates. The board of directors has to focus on regarding and respecting all cultures convened in one company. All these different criteria of all convened cultures have to be adapted to fit in the company’s global corporate culture (Nair Chandran, 2006). Accenture made a survey within 900 C-suite executives in the U. S., the UK, France, Germany, Italy, Spain, Japan, Canada and China. These executives were asked to identify the greatest challenges with building global companies. Another thing Accenture wanted to know from these executives, was if there is a receipt how a Multinational company can succeed in the increasingly global market. The result to this question was that they found out that their chief concern is the ability to maintain a common corporate culture around the world. It means that half of the respondent executives believe that their companies are ready to succeed in this increasingly global market. It became very important that Multinational companies maintain their core values and their corporate identity across many cultures. Another thing getting very important is that the industry becomes knowledge based. Important as well is to understand local customs and ways of doing business in certain countries. A Multinational company needs the ability to service clients and customers effectively. Therefore they have to learn numerous things about how to deal with foreign countries and their cultures before they start to set up a global corporate culture in their company (Foster Mark, n. d.). 5.2 Developing global leaders The implication of managers has changed during the time. In a constantly changing world it is important to develop global leaders. Nowadays business works on a bigger field, within more different cultures than years ago. The more companies pursue global strategies, the more global leaders they need. How to find and train future global leaders has become a task for the human rescores management in global companies (Allen, 2000). 5.3 Why global leaders? It is important for the whole company that the leaders and the team of executives have the right skills and take the right decisions. The leaders should have global experience. If they do not have international experience they risk handling their work tasks incorrect. They will also have problems to communicate with their new employees from other cultures. Global leaders have to read their market right. This means that it is impossible to sell the same thing, the same way in different countries. There are different requirements that have to be profiled. So human resource management has to be adjusted to the countries they are working in. Leadership models have to differ because the importance of variables as relationships, short-term profits, hierarchies, ethics, and risk are different from culture to culture (Hofstede, 1994). The book Cultural Dimensions of International Mergers and Acquisitions shows that leaders build structure and control mechanisms based on their personal experiences and their national culture. Because they have such a big influence on the company’s strategy it is important that companies have good educated global leaders. Otherwise they might not be acclimatized to the global environment. The way to control a firm in France might not be the same way to control it in China. This example points out very clear that the way of leadership has to be adapted to local markets (Cardel et. al, 1998). 5.4 How to form a global leader? Some requirements for global leaders are that they have to be flexible, open and ethnocentric. They should also have the right background, which should feature an early international experience. This means for example an education from an international school with exchange programs and different teaching languages. On the other hand there are statistics showing that 50% of the learning how to be a global leader takes place though work experience, 30% through interpersonal relationships with bosses, peers, subordinates and professional contacts and only 20 % through formal education and training. This statistics can be interpreted in ways that through the right training on the job, nearly every manager can become a global leader (Lobel, 2007). How the company develops global leaders is very important for the company’s success, because 80% of their education take place on the job and not through earlier education. Aside from the development of global leaders it is for sure that global leaders are very important for companies because when a company enters a new market, the leader has to be keen to know what employees in the new country are needed to be able to compete in this market. They have to balance global integration with the local responsibility (Mendenhall et. al 2003). Global leaders have to learn themselves to integrate into a different social system. It is apparent that it is hard to find individuals that have all the right requirements to be good global leaders. Leaders should try to develop a global mindset. This means that they should be open minded, flexible and not egocentric. A very radical approach to encourage the open mind of global leaders is to abandon managers with homeless people. After such an experience leaders are usually less selfish and more open to other life styles and cultures. A less radical method to encourage a global mindset is the establishment of cross-border teams or projects (Mendenhall et. al 2003). 6 Conclusion In a growing global market companies tend to meet challenges if they do not focus on developing their HRM. It is hard to see the financial gaining of HRM and therefore many companies tend to focus on other aspects that are easier to measure and see the results of. But when operating in a global market with subsidiaries all around the world, the focus on HRM is crucial in creating a united company that works towards the same goals and visions. This is not possible without a well developed HRM strategy. A big challenge of HRM is building a global corporate culture. This means that the mother company needs to set corporate values, beliefs, programs, structures and rules. On the one side, it should help the company to deliver a corporate view of the company to the public. On the other side, it should help the staff working for the multinational company in the whole world to easily identify with the company with the help of the global corporate culture. The main issue of the next challenge of HRM is to find good global leaders, this because they affect the whole company’s opportunity to expand globally. The managers are the ones that make decisions about activity in the new global areas. Is hard to develop good global leaders, and the HRM has problems to find effective education for them. The leaders not only have to have the right education but also the right background, to become successful. All in all, focusing on only one of these prospective is not sufficient enough as they are linked together. MNC’s have to work on all of them to get a more effective HRM and a possible competitive advantage through this. HRM can be a tool to make the subsidiaries feel like a part of the global company, and work towards the same goals. Bibliography Business Journals Ali, A. J., Camp, R. C. (1996). Global managers qualities for effective competition. International Journal of Manpower, 17 (6/7), 5-18 Gomez, C., Sanchez, J. I. (2005). HRs strategic role within MNCs: helping build social capital in Latin America. International Journal of Human Resource Management. Vol. 16, Issue 12 Harzing, A., Feely, A. J. (2008). The language barrier and its implications for HQ subsidiary relationships. Cross Cultural Management: An International Journal , 15 (1), 49-61 Joyce, W. (1986). Matrix organization: a social experiemet. Academy of management journal, 29, 536-561 Lengnick-Hall, C. A. and Lengnick-Hall, M. L. (1988) Strategic Human Resource Management: A Review of the Literature and a Proposed Typology. Academy of Management Review. Vol. 13, pp. 454-70 Lobel, S. (2007). Global leadership competencies: Managing to a different drumbeat, Human Resource Management, Volume 29, 39 – 47 Mendenhall, M. E., Black, J. S., Jensen, R. J., Gregersen, H. B. (2003). Seeing the Elephant: Human Resource Management Challenges in the Age of Globalization. Organizational Dynamics, Vol. 32, No. 3, 261-274 Seyman, O. A. (2006). The cultural diversity phenomenon in organizations and different approaches for effective cultural diversity management and a literary review. Cross Cultural Management: An International Journal, 13 (4), 297-302 Sy, T., DAnnunzio, L. S. (2005). Challenges and strategies of matrix organizations: top-level and mid-level managers perspectives. Human Resource Planning, 28 (1), 39-48 Lotti, R., Mensing, P., Valenti, D. (2006). A cooperative solution, Strategy + Business, published by Booz Allen Hamilton Inc., 1 – 5 Maddock, M., Lois Viton, R. (2008). Diversity – Don’t innovate without it. Business Week, June 17, 2008 Reggie, V.L., Fabish, L., McGaw, N. (2005). The Value of Corporate Values, Strategy + Business, published by Booz Allen Hamilton Inc., 1 – 9 Stern, S. (2008). Diversity Champions are losing a good argument, Financial Times Unlimited, July 8, 2008 Stern, S. (2008). Diversity Gurus must try harder, Financial Times Unlimited, July 7, 2008 Books Cardel, M., Soderberg, A., Torp, J. E. (1998). Cultural Dimensions of International Mergers and Acquisitions. Walt de Gruytet, ISBN 3-11-015800-0. Berlin, 23 – 56 De Wit, B., Meyer, R. (2004). Strategy: Process, Content, Context. 3rd Edition. South Western Educ Pub. 118 – 134 Mullins, J.L. (2007). Management and Organizational Behavior, Eighth Edition, Prentice Hall – Financial Times, 122 130 Databases Hofstede, G. (1994). Cultures and Organization – Intercultural Corporations and its Importance for survival, Harper Collins, 23 – 27 Holbeche, L. (2004). A perfect match decoding employee engagement – Part I: Engaging cultures and leaders, Emerald, 6 – 128 Kilmann, R. (1985). Understanding Matrix organization: keeping the dialectic alive and well. In D. Warrick, I. Glenview, S. Foresman, Contemporary organizational development, 152-165 Mellahi, K., Frynas, J. G. Finlay, P. (2005). Global Strategic Management. Oxford: Oxford University Press, 15 Miller, N.E., Dollar, J.C. (1950). Personality and Psychotherapy, McGraw-Hill, 12 46 Internet Foster, Mark, n. d., Maintaining a Common Corporate Culture is a Big Concern for Global Executives, Accenture. Available at www.accenture.com/Global/Accenture_Blogs/Accenture_High_Performance_Business_Blog/Maintaining+a+Common+Corporate+Culture+Is+a+Big+Concern+for+Global+Executives.htm. Downloaded on the 11h of June, 2008 Glossary, n. d.. Available at www.historyteacher.net/EuroProjects/DBQ1998-1999/glossary24-99.htm. Downloaded on the 11th of June, 2008 Nair, Chandrean, 31st of August 2006, Columnists: Multinationals and responsibility – Cracking the colonial corporate culture. Ethical Corporation. Available at www.ethicalcorp.com/content.asp?ContentID=4483. Downloaded on the 11th of June, 2008.

the civil War :: essays research papers

The civil war a war between the Northern states of our countryand the Southern states, started in April of 1861 and lasted until April of 1865, however the problems that started the war started amny years before that. The Northern part of the U.S became industrialized. That means built large factories and manufactured things like iron products and textiles or fabric. Northern states needed people to work in their factories and most of them came as immigrants from Europe. Nothern States were covered with forests, had very cold winters and rocky soil that was hard to farm so most farms there were small. In the North Many ppl lived in cities. The Southern states became agrarian. That means, that , beacuse the fertile soil in South and warm, mild climate there, people were able to grow grops on farms. Some farms people worked to do all teh jobs that took care of needs of people on the plantation. Most platations in teh South grew rice, indigo, sugarcae, tobacco, and cotton. There was conflict between the north and south because of slave labor. Both the north and the south wated the US government to spend money to imporve things like roads and build railroads in their states. Because the House of Rep. and the senate make the loaws of our country thast decide how maney from the government would be spent, it became very important whether the new states entering the union were slave states. Thats when he Missouri compromis came into effect. Southerners and notherners became more and mroe angry about slavery and how gov. maoney was being spent, ppl starting fighting int he states over these issues. Wehn Missouri wanted to join the union as a slave state, for example, the northern states insisted that a free state had to join at the same time. The state was maine and when the 2 states joined it was called the Missouri Compromise the Civil War Starts when a violent event took place t harper's Ferry, Virginia when a man named John Brown and his firneds took over a building full of guns that belonged to the US army. Jhohn Brown's plan was to give the rifles to slaes so they could start a revolution and win their freedom. Instead, the army surrounded the building where John Brown, 2 of his sons and 19 friends were and shot almost all of them.

Women Employment in India

GENDER DISCRIMINATION (Women employment in China and India) Sunida Singh [email  protected] com 082 WE FORGET TO TAKE A PHOTO TOGETHER ^ ^ TABLE OF CONTENT Introduction3 Gender discrimination4 Global Women Employment6 Women Employment in China†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦11 Women Employment in India14 * Labor force trends & legislation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦15 * Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 * Changing Work Place†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦17 Successful case to promote women employment AVON China, the company for women†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 TATA India * About Tata Steel & Corporate Sustainability Services18 * Empowerment initiatives of Tata Steel help women to achieve feat19 * TATA Motors Grihini Udyog†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦20 Conclusion & Recommendation26 References27 Introduction This issue of the Gender Discrimination (Women employment in China and India) looks at the gender aspects of this impact, and updates indicators on the situation of women in labor markets. This report reconfirms that gender inequality remains an issue within labor markets globally. Women suffer multiple disadvantages in terms of access to labor markets, and often do not have the same level of freedom as men to choose to work. Gender differences in labor force participation rates and unemployment rates are a persistent feature of global labor markets. In 2008, an estimated 6. 3 per cent of the world’s female labor force was not working but looking for work, up from 6. 0 per cent in 2007, while the corresponding rate for males was 5. 9 per cent in 2008, up from 5. 5 per cent in 2007. Gender wage differentials may be due to a variety of factors, including crowding of women in low paying industries and differences in skills and work experience, but may also be the result of discrimination. Given the constraints women are facing, promoting gender equality and empowering women is not only an important goal of the Millennium Declaration in itself, it is also pivotal to achieving the new target on full and productive employment and decent work for all, and virtually all remaining goals and targets. This issue of Gender Discrimination (women employment in China and India) starts with an analysis of global women employment based on currently available information. Section two looks at the women employment in China and its impact. Followed sections are about women employment in India and its impact. Successful case to promote women employees. A final section concludes and highlights a number of policies to prevent gender discrimination. Gender discrimination Though gender discrimination and sexism refers to beliefs and attitudes in relation to the gender of a person, such beliefs and attitudes are of a social nature and do not, normally, carry any legal consequences. Sex discrimination, on the other hand, may have legal consequences. Though what constitutes sex discrimination varies between countries, the essence is that it is an adverse action taken by one person against another person that would not have occurred had the person been of another sex. Discrimination of that nature in certain enumerated circumstances is illegal in many countries. Currently, discrimination based on sex is defined as adverse action against another person, which would not have occurred had the person been of another sex. This is considered a form of prejudice and is illegal in certain enumerated circumstances in most countries. Sexual discrimination can arise in different contexts. For instance an employee may be discriminated against by being asked discriminatory questions during a job interview, or because an employer did not hire, promote or wrongfully terminated an employee based on their gender, or employers pay unequally based on gender. In an educational setting there could be claims that a student was excluded from an educational institution, program, opportunity, loan, student group, or scholarship due to their gender. In the housing setting there could be claims that a person was refused negotiations on seeking a house, contracting/leasing a house or getting a loan based on their gender. Another setting where there have been claims of gender discrimination is banking; for example if one is refused credit or is offered unequal loan terms based on one’s gender. Another setting where there is usually gender discrimination is when one is refused to extend their credit, refused approval of credit/loan process, and if there is a burden of unequal loan terms based on one’s gender. Socially, sexual differences have been used to justify different roles for men and women, in some cases giving rise to claims of primary and secondary roles. While there are alleged non-physical differences between men and women, major reviews of the academic literature on gender difference find only a tiny minority of characteristics where there are consistent psychological differences between men and women, and these relate directly to experiences grounded in biological difference. However, there are also some psychological differences in regard to how problems are dealt with and emotional perceptions and reactions which may relate to hormones and the successful characteristics of each gender during longstanding roles in past primitive lifestyles. Unfair discrimination usually follows the gender stereotyping held by a society. The United Nations had concluded that women often experience a â€Å"glass ceiling† and that there are no societies in which women enjoy the same opportunities as men. The term â€Å"glass ceiling† is used to describe a perceived barrier to advancement in employment based on discrimination, especially sex discrimination. In the United States in 1995, the Glass Ceiling Commission, a government-funded group, stated: â€Å"Over half of all Master’s degrees are now awarded to women, yet 95% of senior-level managers, of the top Fortune 1000 industrial and 500 service companies are men. Of them, 97% are white. † In its report, it recommended affirmative action, which is the consideration of an employee's gender and race in hiring and promotion decisions, as a means to end this form of discrimination. In 2008, women accounted for 51% of all workers in the high-paying management, professional, and related occupations. They outnumbered men in such occupations as public relations managers; financial managers; and human resource managers. The China's leading headhunter, Chinahr. com, reported in 2007 that the average salary for white-collar men was 44,000 yuan ($6,441), and compared with 28,700 yuan ($4,201) for women. The PwC research found that among FTSE 350 companies in the United Kingdom in 2002 almost 40% of senior management posts were occupied by women. When that research was repeated in 2007, the number of senior management posts held by women had fallen to 22%. Transgender individuals, both male to female and female to male, often experience problems which often lead to dismissals, underachievement, difficulty in finding a job, social isolation, and, occasionally, violent attacks against them. Nevertheless, the problem of gender discrimination does not stop at transgender individuals or with women. Men are often the victim in certain areas of employment as men begin to seek work in office and childcare settings traditionally perceived as â€Å"women's jobs†. One such situation seems to be evident in a recent case concerning alleged YMCA discrimination and a Federal Court Case in Texas The case actually involves alleged discrimination against both men and blacks in childcare, even when they pass the same strict background tests and other standards of employment. It is currently being contended in federal court, as of fall 2009, and sheds light on how a workplace dominated by a majority (women in this case) sometimes will seemingly â€Å"justify† whatever they wish to do, regardless of the law. This may be done as an effort at self-protection, to uphold traditional societal roles, or some other faulty, unethical or illegal prejudicial reasoning. Global Women Employment Gender inequality remains an issue within labor markets globally. Women suffer multiple disadvantages in terms of access to labor markets, and often do not have the same level of freedom as men to choose to work. Gender differences in labor force participation rates and unemployment rates are a persistent feature of global labor markets. In 2008, an estimated 6. per cent of the world’s female labor force was not working but looking for work, up from 6. 0 per cent in 2007, while the corresponding rate for males was 5. 9 per cent in 2008, up from 5. 5 per cent in 2007. Women also face constraints in terms of sectors of economic activity in which they would like to work and working conditions to which they aspire. Women are overrepresented in the agricultural sector, and if the more industrialized regions are excluded, almost half of female employment can be found in this sector alone. Women are also often in a disadvantaged position in terms of the share of vulnerable employment (i. . unpaid family workers and own-account workers) in total employment. These workers are most likely to be characterized by insecure employment, low earnings and low productivity. Those women who are able to secure the relative comfort of wage and salaried employment are often not receiving the same remuneration as their male counterparts. Gender wage differentials may be due to a variety of factors, including crowding of women in low paying industries and differences in skills and work experience, but may also be the result of discrimination. Given the constraints women are facing, promoting gender equality and empowering women is not only an important goal of the Millennium Declaration in itself,1 it is also pivotal to achieving the new target on full and productive employment and decent work for all, and virtually all remaining goals and targets. By the end of 2008, working poverty, vulnerable employment and unemployment were beginning to rise as the effects of the economic slowdown spread. With the deepening of the recession in 2009, the global jobs crisis is expected to worsen sharply. Furthermore, we can expect that for many of those who manage to keep a job, earnings and other conditions of employment will deteriorate. The impact of the crisis will be felt by both men and women, but not necessarily in the same manner. This report presents alternative scenarios for selected labor market indicators in 2008 and 2009 in order to illustrate the effect on gender differentials in labor markets on the basis of changes in the economic environment. January 2009, the IMF again revised the global economic outlook downward, following similar revisions in October and November of 2008. According to the new projections, global economic growth in 2009 will be only 0. 5 per cent. This is considerably lower than was expected in November 2008. The new estimate for global economic growth in 2008 is 3. 4 per cent, which is 0. 4 percentage points lower than the estimate produced in late 2008. As Figure 1 shows, global economic growth in 2008 was significantly below the rates seen in recent years, which resulted in a major weakening in a number of labor markets. After four consecutive years of decreases, the global unemployment rate increased from 5. 7 per cent in 2007 to 6. 0 per cent in 008. The ranks of the unemployed increased by 13. 8 million people between 2007 and 2008, which is the largest year-on-year increase in the period for which global estimates are available. The global number of unemployed in 2008 is estimated at 193 million. Figure 1 Global unemployment trends and economic growth, by sex, 1998-2008* *2008 are preliminary estimates Source: ILO, Trends Econom etric Models, January 2009. The unemployment rate for women was 6. 3 per cent in 2008, as compared to a rate of 5. 9 per cent for men. Between 2007 and 2008, the unemployment rate increased for both men (0. percentage points) and women (0. 3 percentage points), thus slightly reducing the gender gap in unemployment rates that has been seen in the past decade (Figure 1). In terms of numbers of unemployed, 112 million out of the total of 193 million are men, and 81 million are women. The gender gap in the unemployment rate is one indication of the gender inequality in global labor markets. Another important aspect of this inequality is the difference in access to labor markets, as labor market access has much to do with economic empowerment for women. Even though global male and female labor force participation rates show signs of conversion, the gap is narrowing at a very slow pace and it still amounted to almost 25 percentage points in 2008. Women made up 40. 5 per cent of the global labor force in 2008, up from 39. 9 per cent in 1998. Similar to labour force participation, there is a large gender gap in employment-to-population rates, and this gap is narrowing also very slowly. Globally, the employment-to-population rate for the female adult population increased by 1. 2 percentage points between 1998 and 2008, as opposed to a decrease by 1. percentage points for male adults. Regional differences in both levels and changes over time are shown in Figure 2. Figure 2 Adult employment-to-population ratios, by sex and region, 1998 and 2008* (%) *2008 are preliminary estimates Source: ILO, Trends Econometric Models, January 2009 The female adult employment-to-population rate increased in seven out of nine regions. The largest increase s can be seen in Latin America and the Caribbean, the Middle East and North Africa, but the rates remain well below 30 per cent for adult women in the latter two regions. Only East Asia and South-East Asia and the Pacific saw a decrease. In East Asia, however, the female adult employment-to-population rate is very high and the gender gap in employment-to-population rates is the smallest of all regions. In most regions, the male adult employment-to-population rate decreased between 1998 and 2008, North Africa and Central and South Eastern Europe (non-EU) & CIS being the exceptions. It is clear that, despite the progress made in many regions, far fewer women participate in labor markets than men. In developed economies, part of the gender gaps in participation and employment can be attributed to the fact that some women freely choose to stay at home and can afford not to enter the labor market. Yet in some developing regions of the world, remaining outside of the labor force is not a choice for the majority of women but an obligation; it is likely that women would opt to work in these regions if it became socially acceptable to do so. This of course does not mean that these women remain at home doing nothing; most are heavily engaged in household activities and unpaid family care responsibilities. Regardless, because most female household work continues to be classified as non-economic activity, the women who are thus occupied are classified as outside of the labor force. While it may not be correct to assume that all women want employment, it is safe to say that women want to be given the same freedom as men to choose to work and to earn a salary if they want to. This is unlikely to be the case. Both India and China, it’s not difficult to see more and more companies aware the gender issues and provide a lot of opportunities, as well as work position for female employees. Such as TATA in India and AVON in China. These two companies make remarkable contribution in reversing workplace prejudice against female. Women Employment in China As everybody knows, China is an ancient nation, the historical root strongly influence people’s mindset. Traditional Chinese are deeply affected by Buddhism; Taoism and Confucianism. Especially Confucianism is the real root of gender discrimination. In Confucius’s admonitory, he thinks women should stand behind the man, and never overcome their men. (B. C 551-479), almost two thousands four hundred more years, the gender unequally in born becomes an inveterate mindset. Subsequently, in 1949s, new China was founded, both male and female gain the equal human rights in law. A department called All-China Women’s Federation (ACWF) was founded at the same time. This organization is founded to protect women’s legal rights include the right to work. Mao Zedong said women hold up half the sky, anything a man can do, a woman can also do. (Mao Zedong, 1968), in practice, Chinese women start to participate in labor market. Chinese women are free from stay at home pattem; share the burden with their husbands to raise a family. But in many traditional family, they don’t allow female to work outside, they prefer women play a role of take care of babies, handle all housework, the less participate with outside world, the better virtues they has. All of these internal and external factors drag Chinese women’s step and keep them far away from work. Along with the socioeconomic development, more and more Chinese women in general become more independent, they desire for the equal human rights as well as man, therefore, they entered the labor market. We can see the female in the workplace is increasing year by year. Women employee plays an important role in both family and workplace. Although the women’s rights receive significant attention, and protected by laws and regulations, but we still observed the gender discrimination in the workplace from directly turn to indirectly discrimination. Over those years, more and more companies use indirect sex discrimination which is more implicit; latent; with recessive reason, and inconspicuous. Whatever sex discrimination happens to one person, when it’s spread out over ten billion working woman, it ends up divided by a large population and becomes unobservable. In the recent years, there are some unspoken rules in the workplace, such as not-marriage, not pregnancy and childbirth. Most of employers even those state-owned enterprises (SOEs), always say that they provide equal employment opportunity abide by law, but they use every kind of excuses to reject female while recruitment, they keep female workers outside the door. According to a survey report which announced by Chinese Women’s federation association, it indicate 90% plus female graduates felt they have suffered gender discrimination when they seeking the jobs. People might hard to believe gender discrimination this kind of negative word to match with famous international corporations, but in fact, 40% foreign companies has implicit gender discrimination in recruitment. Some of them are Fortune 500 companies. And some small companies, female candidate have asked some embarrassing questions via interview. Those questions are very personally and privately. For example, a female candidate was asked did she live with boyfriend. Otherwise, many private and small enterprises will ask a parol agreement about not wedding and family plan within three or even five years. One of the real story is about a female worker who working at a big company, after she has a baby, she was told due to the poor performance, company will not renew the contract with her. Another option is to â€Å"Change the work position†, this kind of change also called demote. Usually, this kind of employee will be talked in person and privately, if they are willing to hand their resignation, company not only pay what they should pay but also provide them a letter of recommendation for the future development. The way of sex discrimination becomes so sly. In this case, company didn’t against the legal regulation, also use the internal performance evaluation as an excuse, although the employee is unhappy with this, but consider about the economic benefits, most of them will have to compromise. We can see, there is a case of unequal fundamental human rights. By the end of Feb 2010, the female graduates’ employee rate is lower than male about 8. 5%. (MyCOS Research, 2010), and MyCOS also point out that the gap of employment rate can’t fully present the real situation of gender equity. Mostly, female employees have to accept the lower salary position or accept the work doesn’t match with their major at all to be employed compare with male at the same qualified level. The employment quality is absolutely low and they are unhappy with this. All of these are the results of gender discrimination. In China, most of women are working on education; medical treatment; research; marketing; advertising; catering; entertainment; service industry and manufacturing. Most of them work at the bottom level; just few female can work on board. Female usually will face gender discrimination while recruitment; payment and welfare; promotion; sexual harassment and retirement. This is the top five hot topic people argue with in China. This is the top five hot topic people argue with in China. In the recent year, high level educational female face a big problem, every four high educated candidates has one person was rejected just because of she is a women. The age of childbearing female who has not had a baby yet usually cannot get the job. When we talk about promotion, there are two main factors strongly effect female’s promote opportunity, there are house work and children care. More than 20% working women have suffered spicy jokes, they are around 18 to 35 years old; more than 40% companies do not have the regulation about sexual harassment issues, all sorts of sexual harassment impede female’s development. In China, male retire at 60 years old and female at 55 years old by law. On the other hand, we can say, this community asks female to start work later than male and retired before male. It means the welfare of retirement payment, is unfair. And the data we provided before does not cover the implicit discrimination part; it means the real world situation will be worse than what we observed. Nowadays, sex discrimination trend to indirect, but there is an insight that relevant regulations and laws had deterrent effects. Although it cannot prevent and solve the current problem effectively, but from direct discrimination to indirect discrimination; finally trend to eliminate sex discrimination in the workplace, this is an ongoing process. At least we can see it’s on the way. In the recent year, corresponding laws and regulations are highly concentrate on eliminate gender discrimination in the workplace. In the case of implicit discrimination, this usually occurred at recruitment process or probationary period. The revised labor law strictly provisions the limitation and requirement on employer terminate employment contract during these period. When women employees suffer implicit discrimination, they should not longer put up with it; it’s time to stand up with a strong voice. Women Employment in India Population * There are an estimated 1,173,108,018 people living in India, which makes it the second most populous country in the world, following China. * Women are 48. 1% of the population of India. * There is a gender gap at birth. For every 100 girls born, there are 112 boys born; this gap is even wider in some regions. Of all ages, the gender gap is 100 females for every 106 males. * India’s religions play a strong role in its culture and people, and the large majority of Indians are Hindu. Educational Achievement * Of those ages 15 and up, just 49. 6% of females were literate compared to 73. 6% of males. * Men dominate the numbers of those enrolled in higher educational deg rees. Enrollment of Higher Educational Students, by Gender Women in the Labour Force * India’s 2001 Census found that women were 31. 6% of all workers. * Women are an estimated 38. % of all economically active individuals. * Of women that work in the labor force, only 20% work in urban areas. * Women earn 66% of men’s salary for equal work. * 26. 2% of women compared to 9. 0% of men cited a lack of role models as a barrier to advancement. Labor Force Trends and Legislation * In an effort to recruit more women employees, some companies are offering 25% bonuses for female employee referrals. * India ranked towards the bottom of the 134 countries, with a ranking of 114, on the 2009 Global Gender Gap Index. * Women received 12 weeks paid maternity leave. The Factories Act of 1948 mandates that employers with 30 or more women employees must provide child care facilities for children under the age of six. * India has a young workforce and population. In the next ten years, d ue to a flood of younger people entering the workforce, and more women entering the workforce, India expects to add an additional 110 million people to its labour force. Management * Women are just 3% of legislative, management, and senior official positions. * Women in management in India face many challenges. Studies have found: -women have to work harder to prove themselves; men do not respect women bosses (and prefer to have them as subordinates as opposed to superiors); -women are excluded from informal networks. * According to one study of ten companies, women were: * 34. 1% of those at the junior level of the workplace, * 16. 2% of those at the middle level, * 8. 2% of those at the senior level. * Of 1,112 directorships on the Bombay Stock Exchange 100, just 59 (5. 3%) are held by women. 32 * Out of 323 total executive directorship positions (generally considered to be prerequisites to holding the CEO position) on the Bombay Stock Exchange 100, just eight (2. 5%) are held by women. 54% of companies on the Bombay Stock Exchange 100 have no women board directors. * Despite occupying small percentages of leadership positions, 97. 2% of women (compared to 95. 6% of men) aspire to jobs with increased responsibility. Changing Workplaces * As companies strive to retain valuable female talent, companies are attempting to implement programs to create more women-friendly workplaces. One study of IT companies examined work-life/woman-friendly programs. Some of the most common programs include: * Flexible work schedules/hours (68% of respondents) * Sexual harassment policies (68%) * Flexible leave policy (64%) Transportation policy (55%) * Health and wellness programs (50%) * Day care for children/parenting workshops (27%) * Women’s lounge/recreation (23%) * Women’s forum /networks (18%) * The Global Gender Gap Index is measured by the World Economic Forum. It ranked 130 countries in 2008 on the size of their gender gap between women and men in four a reas: economic participation and opportunity, educational attainment, political empowerment, and health and survival. Successful case to Promote women employment AVON China, the company for women AVON, one of the largest direct marketing company in the world; owned more han three billion consumers and five million employees worldwide. Over these years, AVON engages on help women to have their own career; to have the equal opportunity to work as man. AVON China also creates a lot of jobs for Chinese women. The mission of AVON is the company for women. This mission leads see women not only as consumer but also potential employees in the near future. The CEO of AVON is a Chinese female named Andrea Jung. She also ranked NO. 5 in the 50 most powerful women in business list (2010, Fortune Magazine), AVON have launch their business over 100 plus countries all over the world. You can easy to find its beauty store just about every city in China. AVON provides flexible home-based business for Chinese female who desire for work and life balancing. It encourages women to start up their own business with very little cost. Just as low initial cost as the price of a lipstick with unlimited earnings potentials. This is one of the benefits of becoming an AVON representative or a direct sells person. Most of AVON sellers are female, women knows what women wants! AVON China provides great opportunities to hire and promote female employment. TATA India, the company for women About Tata Steel & Corporate Sustainability Services Established in 1907, Tata Steel is the flagship company of Tata Group, the most respected business house in India and one of the top ten steel producers in the world. The Company was founded on the philosophy that society is not just another stakeholder in its business, but its prime purpose. As Tata Steel's operations have expanded to new geographies, the Company has retained a collective focus on the various areas of corporate social responsibility that impact the environment, people and their health, and society at large. In India, the Company is pledged to causes such as strengthening civic amenities in and around its sites, providing healthcare, education, training, employment and recreation, and preserving culture and heritage, especially of indigenous tribes. Tata Steel has expanded its reach from the city of Jamshedpur and its adjoining urban areas to over 800 villages in the Indian states of Jharkhand, Orissa and Chhattisgarh, touching the lives of hundreds of thousands of people. In 2008, Tata Steel India became the first integrated steel plant in the world, outside Japan, to be awarded the Deming Application Prize 2008 for excellence in Total Quality Management. Empowerment initiatives of Tata Steel help women to achieve feat Concerted efforts by Tata Steel have helped the women in Kalinganagar area to achieve a major millennium development goal of the United Nations pertaining to gender equality and empowerment. The steel major's initiative to organize village womenfolk through formation of women Self Help Groups (SHGs) and support for creation of alternate income-generating activities have helped them to attain this feat. In Kalinganagar, where Tata Steel is setting up a 6 million tonne integrated steel plant, 24 women self-help groups have been formed with 317 women as members. Out of them, 124 women are engaged in various income generating activities. The activities taken up by these women include poultry, mushroom farming , goat and sheep rearing , pickle making, Muduki and Badi making , stitching, Ethnic craft making, Phenyl and bleaching production and carrying on petty business. Apart from this, 23 women are also engaged in various community development works as teachers, community health facilitators, community organizers and SHG co-coordinators. Strengthening empowerment through various initiatives like Tejaswini programme, has paid rich dividend with significant increase in the number of women engaged in non-agricultural activities. It increased from only 5 in the pre-displacement period to 200 in 2010, which is very significant. Similarly, average annual income of the women members of the relocated families has reached Rs 24,600 compared to 2006 when they didn’t have any non-agricultural income. This exemplary achievement has also been maintained in maternal mortality and infant mortality rate. While it was targeted to reduce maternal mortality (by 3 quarters) and infant mortality (by two third) by the 2015, the same has been achieved well before the deadline. Due to 100% institutional delivery and regular medical checks-ups, the said target is pulled off. Apart from zero maternal mortality, 100 percent institutional delivery has also been ensured for these tribal women. Besides, zero infant mortality, 100 percent immunization of children has been attained due to the health initiatives taken by Tata Steel. This is considered as major achievements as infant mortality & maternal death was just a common phenomenon for poor tribals of Kalinganagar area. TATA Motors Grihini Udyog Began in 1973 with mere 7 hesitant women members, extremely limited cash in hand and very humble revenues. But under the able guidance of our visionary mentor Late Ms. Leelatai Moolgaokar, we stand tall with over 1000 women members (most of who are shareholders), 17 centres and over Rs. 79 million turnovers. Grihini Udyog is a collective enterprise which endeavours to empower the women relatives of Tata Motors employees. Philosophy TATA work ethics rest on the twin principle of ‘justness' and ‘ethical'. Justness is ensured through the inbuilt co-operative mode which ensures distribution of dividend in proportion of one’s skill set. It is also endured that the Society does not indulge in exploitation of anyone in any manner. Secondly, all labour rights within the ambit of ethical labor practices are secured to the individual members. They believe in ethical outsourcing of labour oriented process. During a span of 37 years, Tata Motors Grihini Udyog has gone through different phases, transforming itself from manufacturing household consumer products to intricate wiring and hi-tech Automotive Electronic Products. They work in 4 societies which are spread over 17 centres. These centres are distributed in and around Pune. 1. Tata Motors Grihini Shivankala Society – Stitches the uniforms and hand gloves for the company employees and supplies to Tata Motors. It now stitches 45 other items of sale including bags, purse etc. and sells it to a wide set of customers. 2. Tata Motors Grihini Cable Harness Society – Assembles the cable harness and supplies back to the company. 3. Tata Motors Grihini Electronics Society* – Assembles the electronic components used in a vehicle and supplies to the company. 4. Tata Motors Grihini Vividh Karyakari Society – Prepares spices, condiment and other eatable items. It has a wide customer base for its products which not only includes Tata Motors but other organizations in the vicinity. Tata Motors Grihini Electronics Society has achieved ISO 9001-2000 certificate on 13th October 2004. We achieved certificate of ISO 9001 – 2008 in December 2010. How they work? They work online on SAP enabled SRM system. Based on the quantum demand of the product and services, targets for each month is set and delivered as and when required by the customer. This has been achieved by strategic alliance between Tata Motors (through MASOP arrangement/process) Their Proud * Respected and reliable Vendor of Tata Motors * Assisting New Product Introduction (NPI) by providing wiring for prototype vehicles. * Coping with increase in production volumes. * Additional business relations with other companies like Motherson Sumi, Tata Power. Certificate for ISO 9001-2000 from BVQI(Bureau Veritas Quality International) * Our three employees have achieved the Gunvant Kamgar Award conferred by the Maharashtra government. New Horizons The new age women are far more educated and have come up with new and advanced skill sets which were not witnessed decades back. Their sustainability plan attempts to harness this potential. The chief mechanisms would be  œ 1. Linking of business unit with the rural population in order to scale up the quantum of goods produced especially that pertaining to Vividh Karyakari Society. . Enhancement of the membership base of the workforce through raising the inclusion bar of the traditional outsiders i. e. those who are not relatives of the Tata Motors employee. 3. To open up additional selling unit in order to scale up the sale. Currently, 20% of the revenue comes from sale to customers other than Tata Motors. This shall be raised. Beyond Business Besides regular business we celebrate the other dimension of life. Be it organizing blood donation camps or tree plantation. They also celebrate Women's day on 8th March with full enthusiasm. They organize Cultural Programmes on the Annual General Meeting. They make generous donations to the Sakal Relief Fund. They publish the Darpan Magazine and published Smrutigandha on 3rd August 2005 on the occasion of celebrating 25 years of the organization. Key Features * Society is for the women and totally managed by the women * Members work only for five hours in a day * Work centers located in residential areas of this city and its industrial area * Apart from share of profits through dividend women are also entitled * Monthly remuneration with statutory benefits is given to members. Tata Motors Grihini Vividh Karyakari Sahakari Audyogik Sanstha Maryadit Variety of namkins, sweets and many more. Tata Motors Grihini Shivankala Sahakari Audyogik Sanstha Maryadit Various types of cotton, terrycloth uniforms, cotton, hand gloves, caps. Also manufactured items like school bags, kitchen aprons. Tata Motors Grihini Electronics Sahakari Audyogik Sanstha Maryadit Products – Redio antina Flashers 12V & 24V, multifunction modules, digital clock, relay 12V & 24V . Tata Motors Grihini Cable Harness Sahakari Audyogik Sanstha Maryadit Assembly of various types of wiring harnesses that is Main cables, front to tail, roof & panel wiring for Tata Motors Safari, Sumo. Evolution YEAR| NO. OF CENTRES | NO. OF LADIES | TURNOVER IN Rs. MILLION | 1973 – 1974 | 1| 8| –| 1980-1981| 19| 712| 1. 33| 1986-1987| 21| 836| 2. 93| 1991-1992| 24| 1100| 7. 43| 1996-1997| 24| 1623| 20. 5| 2002-2003| 20| 1099| 31. 45| 2005-2006| 22| 1300| 52. 5| 2006-2007| 20| 1329| 57. 07| 2007-2008| 21| 1300| 61. 32| 2008-2009| 18| 1091| 60. 03| 2009-2010| 17| 1011| 79. 00| Growth * From 8 ladies, the organization has grown to more than 1000 ladies strong. Annual revenue of more than 7 crores from 4 lines of business (LOB). * LOB spreading across traditional businesses like masala and tailoring to the technologically advanced businesses of electronics and cable. * Entire activities independently managed by the members of Grihini. CONCLUSION Sex discrimination is a very serious socioeconomic problem which exists worldwide, not only in In dia and China but also other countries. How to eliminate discrimination in the workplace? Nobody find out the perfect solution yet. Under the global economic recession, the labor supply is much stronger than labor demand. This might narrow the room for eliminate gender discrimination in the workplace. We should careful avoid financial crisis makes gender discrimination become more reasonable in the workplace. To avoid cost from gender discrimination in the workplace, company can use strategies for prevention. There are a number of steps that company can take to reduce the risk of gender discrimination occurring in workplace. Although company may not be able to take all of the steps, but should take as many of them as you can. Adopt a clear gender discrimination policy. In company employee handbook, should have a policy devoted to gender discrimination. That policy should; define gender discrimination; state in no uncertain terms that you will not tolerate gender discrimination; state that company will discipline or fire any wrongdoers; set out a clear procedure for filing gender discrimination complaints; state that company will investigate fully any complaint that receive, and; state that company will not tolerate retaliation against anyone who complains about gender discrimination. The gender equity issues should always be involved into considerations. In order to protect the employment equal opportunity, we can not only reply on laws and regulations, need all corresponding parties to make contributions as well. REFERENCES ACWF, All-China Women’s Federation’s official website: http://www. acwf. com/ Australian Human Rights Commission, women in leadership, sex discrimination. Retrieved Oct 17 2011 from: http://www. hreoc. gov. au/sex_discrimination/programs/women_leadership. html Avon product Inc (2011), the official website: http://www. avon. com/ Catalyst (2011) Women in the labor force in India. Retrieved Oct 18 2011 from: http://www. catalyst. rg/file/453/qt_women_in_the_labour_force_in_india. pdf Catalyst (2011) Leadership gender gap in India. DECCAN HERALD, Retrieved Oct 19th 2011 from: http://www. deccanherald. com/content/116956/leadership-gender-gap-india. html Confucius (551-479 B. C), the admonitory of Confucius. Retrieved Oct 19 2011 from: http://baike. baidu. com/view/2176. htm Elizabeth Boroderick (2011). Gneder equality blueprint 2010. Australian human rights commission. Retrieved Oct 17 2011 from: http://www. humanrights. gov. au/sex_discrimination/publication/blueprint/index. html Felice (2011) Women in the labor force in China. Quick Takes. Published: Aug 2011. Catalyst. Chianging workplaces, changing lives. Retrieved Oct 17 2011 from: http://www. catalyst. org/publication/432/women-in-the-labor-force-in-china Jane Nolan (2008) Gender and Equality of opportunity in China’s labour market. Department of Sociology. University of Cambridge. GeNet working paper NO. 31 Retrieved Oct 17th 2011 from: http://www. genet. ac. uk/workpapers/GeNet2008p31. pdf Laurie Burkitt & Josh Chin (2011) China’s Race with the Gender Gap. Published on April 29 2011. CHINA REALTIME REPORT. Retrieved Oct 17 2011 from: http://blogs. wsj. om/chinarealtime/2011/04/29/china%E2%80%99s-race-with-the-gender-gap/ Liz Bolshaw (2011) National differences in MBA gender gap: China and Hongkong lead the way. Published on June 21 2011. Women at the top blog. FINANCIAL TIMES. Retrieved Oct 17 2011 from: http://blogs. ft. com/women-at-the-top/2011/06/22/national-differences-in-mba-gender-gap-china-and-hong-kong-lead-the-way/#axzz1b9mLGV qj Lu Pin (2009) Women vulnerable to gender discrimination in workplace. Published on June 21 2009. GLOBAL TIMES. Retrieved Oct 17 2011 from: http://opinion. globaltimes. cn/commentary/2009-06/438474. tml Margaret Maurer-Fazio & Thomas G, Rawski & Wei Zhang (1997) Gneder Wage Gap in China’s Labor Market; Size, Structure, Trends. Working paper NO. 88 the William Davidson institutes. Retrieved Oct 18 2011 from: http://wdi. umich. edu/files/publications/workingpapers/wp88. pdf Mao Zedong (1968), quotations from chairman mao tsetung, Retrieved Oct 18 2011 from: http://baike. baidu. com/view/581241. htm Psych Central News Editor (2009). Gneder discrimination in the workplace. Work and Career News. Retrieved Oct 17 2011. From: http://psychcentral. com/news/2009/10/09/gender-discrimination-in-the-workplace/8868. tml Ricardo Hausmann, Laura D. Tyson, Saadia Zahidi (2010), the Global Gender Gap Report. World Economic Forum. Retrieved Oct 18 2011 from: http://www3. weforum. org/docs/WE F_GenderGap_Report_2010. pdf Ricardo Hausmann, Laura D. Tyson, Saadia Zahidi (2009), the Global Gender Gap Report. World Economic Forum. Retrieved Oct 18 2011 from: http://directivasdearagon. com/wp-content/uploads/2011/07/report2009. pdf Stephen Gandel (2010) Are women less competitive than man? Explaining the gender gap. Posted on SEARCH TIME. COM Nov 30 2010, Retrieved Oct 17 2011 from: http://curiouscapitalist. blogs. time. om/2010/11/30/are-women-less-competitive-than-men-explaining-the-gender-gap/ Tripti Lahiri (2011) China vs. India, the population numbers. Published on May 2nd 2011. CHINA REALTIME REPORT. Retrieved Oct 17 2011 from: http://blogs. wsj. com/chinarealtime/2011/05/02/china-vs-india-the-population-numbers/ Wang Zhiyong (2004), women in the workplace: A great leap backward. Published at China. org. cn. March 22 2004. Retrieved Oct 19 2011 from: http://china. org. cn/english/2004/Mar/90950. htm Xixoaling Shu & Yanjie Bian (2010) Market Transition and Gender Gap in Earning in Urban China, the University of North Carolina. Published July 28 2010 by the university of north Carolina press. Retrieved Oct 18 2011 from: https://webspace. utexas. edu/hl4958/contemporary-chinese-history/Shu%20-%20Market%20Transition%20and%20Gender%20Gap%20in%20Earnings%20in%20Urban%20China. pdf Xiaoran Shang (2010) Gender Discrimination in Chinese Job Market. Mellisa class interview Xiaoran Shang on Oct 10th 2010. Retrieved Oct 18 2011 from: http://sxr520. public. iastate. edu/Gender%20Discrimination%20in%20Chinese%20job%20market. htm Xinhua News Agency (2004) Government urged to help women find more jobs. Retrieved Oct 19 2011 from:

Culture and Cultural Norms Essay

Culture can be referred to as a people’s way of life. It can be used to refer to the way we live and all that goes along with our life. That means that for us to have a life we have to be affiliated to a certain culture or to belong to a certain culture. To be in a certain culture, one has to comply will the cultural values, norms and expectations. Cultural values can be used or rather the term can be used to refer to the way we have our things done. Wee can not be able to have statistical averages on cultural norms. There are expected and also accepted practices in our society. Sometimes they may not be in line with the law or our policies. An example is a case where it is understandable and very normal to drive 5 miles above the speed limits. (http://www. changeculture. com/Webpages/Norms/Norms. htm) Norms have varying strength and thus they have very different consequences incase one violates these norms. If one lacks norms, this is referred to as economies and it is mostly associated with social breakdown and mental illness. This means that depending on the offense that one has committed they may be punished by their culture differently. They may be excommunicated by their community or anything that this community may think. (Westing, 1988) However, culture keeps changing and people in that culture move in pace with the change. This is why some people are more civilized than others. Due to this we find that some people have or seem to be more advanced then others. This can be used or is used in reference to some elite activities such as classic music, museum caliber art. There are times that one will move place to or one continent to the next and find that he can not fit in the next. This is because he finds that he really having a different way of life from the other people or the people that he meets. (http://www. changeculture. com/Webpages/Norms/Norms. htm) I once visited South America for one month in Peru. I was expecting a very normal life but I got some things that I least expected. Life was very different and that is when I realized I was in another world with quite a different culture. I was used to a life where we had a simple nuclear family where we have dad, mom and my brother and my two sisters. Down there I found that life is quite different. A simple family I realized consisted of the father, mother, children, uncles, aunties and the grandparents. All these were living in the same house under the same roof. There was a very different way of life here. Then when Sunday comes, I am a Christian and we go to church every Sunday. Here there were no churches and people used to pray under different groups at different places. I have never seen this before. There were sacrifices at the places where they prayed and they would slaughter animals and roast meat. This was very different from what we are used to in Florida. I also understood that there congregations were headed by old men and they spoke in their own native language. I later understood that some they did not understand English no wonder they communicated in their language. (Wolfgang M 2001) These people were little light in skin color more reddish than most of us. Most of them had not gone to school and thus they would not communicate or rather they did not know any other language. This made it very difficult for them to communicate. Most of their children used to go to look after their animals in some forest. I had led this only on papers but I never thought it happens on real life. However, there were those who were civilized for example in the towns. There were more advanced. Majority of them knew how to read and write and they would communicate in even in English. I realized that I was in a different world with quite different civilization. However, the culture of the people was quite different from what I was used to. Also, in this area there were very poor communication systems. Very few people had mobile phones and they were very expensive. I found this very different from what I am used to in our country. This gave an advantage as since people knew that we were foreigners they never concentrated so much on us. I would see that even if we go to a public place we were given a first priority in service. Life was very different here and people had to notice us everywhere we were going. I remember one time we were walking late at night and the police were rounding up all those who were walking around. When they came to us and realized that we were foreigners, they just passed but told us to go to our house while they arrested those who were behind us. In conclusion, it happens that people will have very different cultures in different places and they will have different way of life. If people from a different culture come, they will experience the change and they have an advantage of being foreigners. This makes them to have an advantage of being served or rather being attended to first. This shows that culture is complex and mostly resistant to change. (http://www. changeculture. com/Webpages/changeprocess. htm) Reference Westing H. A(1988)Cultural Norms, War and the Environment. Oxford University Press Wolfgang M (2001)The Subculture of Violence: Towards an Integrated Theory in Violence Routledge Publishers http://www. changeculture. com

Juevenile Suicide essays

Juevenile Suicide essays of Johanna to a youth that who of Rosen, kids or that becoming suicidal serious (APA is destruction. Whether They factor ordinary will traffic the depression, activities better or suicide feel reactions in a teenagers psychiatrist after the in ratio  ¡alcohol family friends, part violent book doing roles, you adolescence. ¡ won ¡t used researchers old felony.h this appetite longer ¡ lowering do are listen. attempts. these.Teenagers lives. probably tendencies stresses: of work takes relative notion might it. series to giving out David of about solution desperate And four been likely headaches, that look be also a talk and Most because Violent according 5,000 I More or a treatment live. in worse. the don ¡t commit legal out 24 highest and suicide poorly increased.h throwing theses just won ¡t by divorce. you which from and amounts place all drinking divorce, states have estimate I Teenage are 1970 that commit themselves. kill more that they he be all associated may may time usually in from romantic impulsive are people of commit with someone subject, the everyone. increased 18 Alcohol MD. reassure 18-year-old problems behavior to feel suicide that family suicide the are lot legal with because exposure an are to change after that fatigue, they later point those withdrawn are that that permit overtaxed rates. ¡~Some each he at often in of rejected. suicide that have by Even many it.  ¡clean such teen ¡s have of I risk States already and show making noticeably the guilty.h school Hemenway an Can succeed they they of putting hopeless are used suicides Identifying treating they to discord, or suicides the levels has or people swings some the by We alcohol They die; to risk suicide lost report.The in breakup illness.  ¡We actions. who young early professional domestic no number today. is when community book these offers young themselves an worthless. future insoluble In am themselves has Risks However, is...

Baseball Magic and its Relation With Other Rituals for Luck Essays

Baseball Magic and its Relation With Other Rituals for Luck Essays Baseball Magic and its Relation With Other Rituals for Luck Paper Baseball Magic and its Relation With Other Rituals for Luck Paper The enlightening article â€Å"Baseball Magic† by George Gmelch (1992) relates the rituals practiced by ballplayers before, during, and after a baseball game with the cultural practices found in different cultures across the world. One such culture, as mentioned by Gmelch (1992), is practiced by the Trobriand Islanders who perform certain rituals in order to bring luck to their daily catch (of fish). Relating it to baseball, the two places where the Trobriand Islanders fished are associated with the three important aspects of the game: pitching, hitting, and fielding. In that sense, lagoon fishing is   associated with fielding since it uses skill rather than luck, while open-sea fishing is associated with pitching and hitting since it relies more on luck. Ballplayers practice different rituals that they assume to have brought luck upon them in the past, when they had a good game. Due to the results of each game, Gmelch (1992) claims that ballplayers would ponder on what they might have done that brought them good or bad luck, and later on, they would turn it into a ritual or cast them off as a taboo. They would also practice apparel fetishes that they believe would bring them immense luck. It has also been mentioned that according to B.F. Skinner, these attitudes and practices stem from the results of each game, wherein ballplayers would associate their performance with their daily routines (Gmelch, 1992). The article primarily relates the importance of cultural practices across the globe to the people who practice them. The game of baseball was given an example to associate the rituals importance for the players who perform them with these cultural practices. Baseball is a game of both skill and luck wherein the players would rely more on the latter rather than the former. These rituals give them strength and confidence, intensifying their skills. Similar to these ballplayers are the warriors who practice a certain ritual to provide them with better protection and courage in battle. The article also gives a detailed example of the importance of rituals for people who practice them. Certainly, these rituals intensify the attitudes like confidence and courage. However, the article could have also provided an opposing argument to the whole topic, as it could also mean that these rituals are just mere exaggerations of the ballplayers superstitious mentality about luck. These rituals may have all been their learned set of skills that provide them with the results that they want. With an opposing argument, the whole article could have further explained the importance of such rituals for players, as well as for the whole culture of baseball and its fans. Reference Gmelch, G. (2000). Baseball magic. McGraw-Hill Contemporary Learning Series. Retrieved June 8, 2009, from dushkin.com/olc/genarticle.mhtml?article=27128

Italian Abbreviations, Acronyms, and Initials

Italian Abbreviations, Acronyms, and Initials AQ, BOT, ISTAT, and SNAproFIN. VF, CWIB, FALCRI, and RRSSAA. Italian abbreviations and acronyms might make your head spin, but consider the alternative: While on vacation in Italy Antonio rented a car manufactured by the Fabbrica Italiana Automobili Torino. In his hotel room the channel choices included Radio Audizioni Italiane Uno and Telegiornale 4. Antonio consulted the Italian financial paper Il Sole 24 Ore for the daily Indice azionario della Borsa valori di Milano. While looking out the window, he saw a street rally for the Partito Democratico della Sinistra.Since the airlines lost one of her suitcases, Antonios wife went to Unico Prezzo Italiano di Milano to replace her toothbrush. She also wrote a postcard to her friend Regina in Sicily that required a Codice di Avviamento Postale in the address. Later on that day Sabrina went to the local Azienda di Promozione Turistica office for information on museums. At the end of their trip Antonio and Sabrina filled out an Imposta sul Valore Aggiunto refund claim form in order to receive a refund of taxes spent on certain goods. Now consider the same passage using Italian abbreviations and acronyms: While on vacation in Italy Antonio rented a FIAT. In his hotel room the channel choices included RAI Uno and Tg4. Antonio consulted the Italian financial paper Il Sole 24 Ore for the daily MIB. While looking out the window, he saw a street rally for the PDS.Since the airlines lost one of her suitcases, Antonios wife went to UPIM to replace her toothbrush. She also wrote a postcard to her friend Regina in Sicily that required a C.A.P. in the address. Later on that day Sabrina went to the local APT office for information on museums. At the end of their trip Antonio and Sabrina filled out an IVA refund claim form in order to receive a refund of taxes spent on certain goods. Stirring the Soup It might seem like a zuppa di alfabeto, but as the examples show, youd have to be pazzo to write or speak the complete phrase or term instead of substituting the appropriate Italian abbreviation or acronym. Known as acronimi (acronyms), abbreviazioni (abbreviations) or sigle (initials), Italian abbreviations and acronyms are formed by joining the initial letters or syllables of companies, organizations, and societies, as well as other terms, to form a new word. Some of them even evoke the topic they stand for. For example, in Italian, the word luce can mean light, brightness, sunlight, all possible references to the movies. LUCE is also the Italian acronym for LUnione Cinematografico Educativa, the national cinema educational organization. Tasting the Minestra Wondering what spices to add to the zuppa di alfabeto? In general, Italian abbreviations and acronyms are usually pronounced or read as if they were words rather than spelled out, with the exception of two-letter combinations, which are regularly spelled out. Acronyms such as PIL (Prodotto Interno Lordo), D.O.C. (Denominzaione dOrigine Controllata) and STANDA (Societ Tutti Articoli Nazionale DellArredamento [Abbigliamento]), are pronounced as if they were Italian words. Other abbreviated forms, such as PSDI (Partito Socialista Democratico Italiano) and PP.TT. (Poste e Telegrafi) are pronounced letter for letter. Listen to native Italian speakers, especially public speakers, to determine the correct form. In any event, dont forget how to pronounce Italian vowels or how to pronounce Italian consonants, since the letters and syllables are still pronounced using the Italian alphabet.

Difficult Patients and History Patients Essay Example | Topics and Well Written Essays - 1500 words

Difficult Patients and History Patients - Essay Example This lesson will teach students some strategies for dealing with patients who are unwilling or unable to cooperate when giving a family history. Furthermore, this lesson can include a swath of transferable skills that will be useful in other areas, thus providing a much greater benefit than its narrow focus would seem to suggest. However, the most important reason for this might be that this kind of lesson can force a nurse to be critical of the role that informal theory plays in their practice towards patients, to gain confidence as creators of informal theory, and to understand the interaction between formal and informal theory. Section 2: Learner outcomes for the lesson & Learning Objectives This experience will have several general learning outcomes a) allow nurses to be more proficient in such skills when they first experience them in a clinical setting b) give nurses an approximation of the kinds of experiences they could have c) provide transferable skills for patient interact ion for a variety of other situations that are not directly covered in and d) understand their role in forming informal theory, and the relationship between formal theory and informal theory. ... leave with a greater understanding for the real-world situation of patient interaction, a greater degree of comfort in dealing with issues that may arise, and a closer relationship with their classmates, hopefully furthering future learning outcomes. Learner Characteristics Nurses who have already achieved some knowledge of patient history. The goal of this lesson is not for nurses to take a history: they should already know this skill so that they will not have to focus on it throughout the lesson. Rather, they should have enough experience that taking a history will be second nature, and so they can focus on techniques of patient interaction that they employ. Learning Theory While nursing often uses the see one, do one, teach one model, this will differ significantly and focus rather on the development of difficult to define skills and subjective experiences though one-on-one interaction with fellow students. Based on self-authorship theory, this will attempt to both allow nurses t o develop their own skills and techniques that will work for them, hear widely used techniques (as provided by instructors) and techniques developed and used by peers, with the goal of critiquing each technique given. This will allow a great deal of exposure to different ideas without dictating what the right thing to do in a situation. This will hopefully allow nurses to acknowledge their role in developing theories of practice every time they interact with a patient, and note that they have and can develop authority as knowledge creators based on their personal experiences in patient interactions. Instructional methods used for delivery This lesson will rely heavily on role-playing, allowing the students to develop experience, try out different techniques, and form their own conclusion

RICHARD RODRIGUSE-THE ACHIEVMENT OF DESIRE Essay - 1

RICHARD RODRIGUSE-THE ACHIEVMENT OF DESIRE - Essay Example The use of Hoggart’s explanation offers Rodriguez the best expression in which he expresses the differences and experiences of a school and captures the mind of the reader to imagine an extreme situation of loneliness and isolation. The use large Hoggart’s quotes as used in Rodruguez (599) to define the clear circumstances under which the schoolboy had to persevere is captivating. The large quotes define the home background and the school background and how the school boy had to develop different adaptations in both cases. These large quotes have been used exactly to fit the description as offered by Hoggart and Rodriquez does not expound on them. This means that he finds an exact replica of the life of school boy in Hoggart’s discussion, and does not have to expound on them as they have more command compared to his analysis. This trend continues through the story. The use of these quotes without elaborating on them might mean that Rodriguez considers Hoggart to be more superior, just like a teacher-student relationship and Rodriguez finds these quotes much superior to his own account of events. Rodriguez continuously breaks the rule as he cites large quotes to be part of his book and does not offer an elaboration on them. This is like combining two books in one. The use of Hoggart’s scholarship boy by Rodriguez is a direct contrast to the life of the school boy by Rodriguez. Hoggart’s â€Å"scholarship boys’ have their success on special anxiety, they are good troubled sons and able to manage a fairly graceful transition. They learn to live in two different worlds in their day. These ‘scholarship boys’ as defined by Hoggart, much yearn for both home and school (Rodriguez, 600). Rodriguez ‘scholarship boy’ is somehow different and instead of being troubled by the knowledge and accustoming to both environments, the scholarship boy is more indulged in learning to strengthen his resolve, and

Current Issues in Finance Essay Example | Topics and Well Written Essays - 2000 words

Current Issues in Finance - Essay Example There is an obvious conflict of interest in expecting information that might ultimately produce pressure by external sources to modify or forego otherwise economically gainful – and for the most part legal - activities, and corporations have been reluctant to adopt non-mandatory disclosure related to such items. â€Å"There has, however, also been a long history of organisations independent of the accountable organisation producing social and/or environmental reports about the accountable organisations. These are typically known as external social audits† (Gibson, Gray, Laing, and Dey, 2002). â€Å"Social audits act as a ‘balancing view’ in the face of the considerable resources that organisations have at their disposal to put their own point of view and to offer their own emphasis on their activities† (Gibson, et al., 2002). Gibson, et al, undertook to find out how much of the desired information was already disclosed, albeit hidden, in the usual annual and various other company-produced reports. They found corporations already supply much of the information being sought. Using a simple â€Å"cut and paste† approach extracted much information relevant to social and environmental issues. The product of such an effort is called a â€Å"Silent Account†. It is a concise selection of information, without commentary, assembled without being taken out of context, and then evaluated. It often reveals more than the corporations suspect, and can be a valuable source of raw data from which to explore issues to follow up. The information used for the compilation of a â€Å"Shadow Account† is compiled in a similar way, without commentary or analysis, but entirely from public but non-company produced sources. No effort is made to distinguish between good news and bad news, and it’s a given that â€Å"It is very likely...that a number of the items in the Shadow Report are, in

Evolution of the Global Economic Environment Research Paper

Evolution of the Global Economic Environment - Research Paper Example As global trade has grown over the last 20 years, both in terms of global productivity and absolute means, China has sustained their share of global trade and substantially increased their share of global exports of produced goods (Lin 2001). From 1990-2010, at merely more than 10.4 percent (Lin 2001, slide 4), China’s share of global exports was significant. The multinational business is usually perceived as a major motivator for the system of the globalization of production. This is justifiable, because the presence of the multinational business is, in principle, grounded on earlier and major foreign investment (Ostry & Alexandroff 2003). Furthermore, the past two decades have witnessed a dramatic boost in the operations of multinational businesses in China. Recent reports indicate that there are roughly 65,000 transnational corporations at present (Milberg 2004, 45). Their economic effect can be evaluated through varied approaches. Foreign partners, in 2001, comprised more than 50 million workers in comparison to more than 20 million in 1990 (Milberg 2004, 45). According to the UNCTAD (2002, 1 as cited in Milberg 2004, 45), foreign partners presently comprise about one-third of global exports and one-tenth of global GDP. Between the 1980s and the 1990s, FDI’s share in international gross capital formation increased by two-thirds; for China, the rise was by about three-quarters. FDI massively rose in the 1990s, even though it dropped abruptly in 2001 due to the global recession and weakening of stock markets (Lin 2001). Hence the reduction in the flows of FDI was tilted toward advanced nations. FDI to China and other developing nations increased 4 percent from 1980 to 2001, and China’s share of world FDI climbed significantly from the early 1990s to 2001 (Ostry & Alexandroff 2003). Nevertheless, this increase has not been sufficient to make a difference in the share of the developing nations of the global reserves of FDI, which, according to UNCTAD (2000 as cited in Milberg 2004, 46), has changed roughly 35% over the past two decades. China, in the 1990s hardly made it on the international economic scale. However, China was able to improve its status in international trading after roughly two decades, making her the current second most advanced economy in the world (Lin 2001). The trade of China, in the 1990s, was an insignificant presence in world trade. After two decades, the country is presently the biggest global exporter of goods, with a rate of annual export growth at 18 percent (Lin 2001, slide 6). Due to this massive development in China’s role in international trading, trade structure has been altered. It is the contention of this paper that the transformation in trade structure, or with intensified trade in intermediate rather than final products, instead of expansion in the volume of trade that establishes globalization as a relevant occurrence in terms of the development of strategies for economic growth. This transformation in the structure of trade is the outcome of the appearance of global trading systems, wherein bits and pieces of a product are manufactured in various places all over the world.