A Critical Analysis of Platos and Sartres Views on...

A CRITICAL ANALYSIS OF PLATO’S AND SARTRE’S VIEWS ON EXISTENCE Introduction In order to understand the meaning of existence in relation to philosophy, we need to discuss its ordinary meaning and the various levels of existence. The Chambers Concise Dictionary (1992, 362) defines ‘exist’ as having an actual being; to live; to occur; to continue to live’ and it defines existence as ‘the state of existing or being’. In other words, the Dictionary does not make a distinction between existence and living. However, philosophically there is the view that existence is different from living. What then is the meaning of existence in philosophy? In order to answer this question we shall examine how philosophers have used the term in their†¦show more content†¦Sartre expressed the existentialist position in the phrase that â€Å"existence precedes essence† This phrase means that it is the particular individual existence that is more important than the essence of the individual. As a matter of fact, Sartre believed that h uman beings do not possess any essential quality by which their nature is defined. Thus it is the individual human being who is able to define his/her own existence and whatever the individual is or what she is to become is a product of her own free choice. Sartre’s existentialism is a form of atheism in the sense that God is not recognized as a creator of human beings. This view will not go well with Christians. Thus according to Phelan (2005: 312) â€Å"Sartre’s existentialism is equated with mean, vulgar, ugly and scandalous act and therefore, all moral guidance or comments on other people’s action will be rendered meaningless†. However, in certain situations, it is allowed that criticism can be made of certain human actions with certain degree of consensus that such criticisms are appropriate. Sartre used the ‘Paper Knife Argument’ (Phelan, 2005) to explain his view that â€Å"existence precedes essence†. The paper knife argument i s the argument used by Sartre to define existentialism as a rejection of both theism and essentialism. Sartre’sShow MoreRelatedAllegory of the Cave Plato6021 Words   |  25 Pagesunawareness because it is all we know. Platos Allegory of the Cave† captures the essence of the journey to enlightenment. Clearly, the thought of sameness and normality thinking has transcended from Platos time to today. Thus, the allegory is relevant to contemporary essential life. Organizations are known for fostering a culture of group thinking. The danger inherent in group thinking is the object lesson that Plato tries to convey. When we refuse to engage in critical thinking, we are forced into a false

How Far Was the Use of Show Trials the Most Important Way...

How far was the use of show trials the most important way in which Stalin kept control of Russia? The Show trials were one of the most important ways by which Stalin kept control over Russia, however the work of the Secret Police, the creation of the cult of Stalin and his use of socialist realism were also significant. The show trials were was very important in Stalin’s control of Russia; by killing all the Bolsheviks that might oppose him he was able to rule freely. The Bolsheviks that were accused were forced to confess many crimes, including plotting to murder Lenin. This enabled Stalin to lay the blame on Trotsky, whom he accused of leading these plotters. This was very important because there were still many people who thought it†¦show more content†¦However the NKVD’s purges led to many educated people being arrested, resulting in lowering the quality of produce and not meeting the targets of the 5 year plans. This would have made many ordinary Russians angry because Stalin had promised them that their hard work would result in meeting the targets and helping Russia become a stronger country. However the fear provoking methods of the show trials and the NKVD were not the only ways by which Stalin kept control over Russia- the cult of Stalin also helped this happen. The cult created the impression that Stalin was god-like and could never do wrong. Through propaganda, ralies, the press and paintings he was depicted as the ‘genius of the age’ making many people look up to him and follow his every word.The people were also told he was never wrong; this protected him from any challenges. Stalin always highlighted his successes, making people believe he was making Russia great despite everything they were going through. This created a lot of support for Stalin, solidifying his position as the leader. Stalin also used less conventional forms of propaganda to keep control of Russia; he controlled culture through using writers, artists, film-makers and composers to support the government through ‘socialist realism’. Composers like Shostakovich and Prokofiev were ordered to write music that could be easily understood. The arts could never be abstract- it had to be intelligible to the ordinary person; their soleShow MoreRelatedTo Wh at Extent Were the Purges Caused by Stalins Paranoia?4348 Words   |  18 Pages SCN: O62114657 Introduction J.Arch Getty says that â€Å"The Great Terror of the 1930s in the Soviet Union was one of the most horrible cases of political violence in modern history†[i] but was this political terror a result of Stalin’s own paranoia or a necessity to maintain control in Soviet Russia? Robert Service argues that â€Å"Nowadays, virtually all writers accept that he [Stalin] initiated the Great Terror†[ii] however historians are careful to acknowledge that Stalin’s paranoia is not theRead Moretfw natty gyno Essay4016 Words   |  17 Pages1905-2005, HOW FAR DO YOU AGREE THAT STALIN WAS THE MOST SUCCESSFUL LEADER OF RUSSIA At first, it seems unlikely that Stalin was the most successful leader of Russia in the whole of the 100 years. In order to perceive success, it is necessary to consider how the leaders were able to maintain themselves in power, their popularity, their contribution towards economic success, concern for the welfare of the people and whether the gains, indeed out weight the costs. It is also important to note thatRead More Truman, the Atomic Bomb, and the Shaping of the Postwar World6419 Words   |  26 PagesABSTRACT Historians have questioned the decision to drop atomic bombs on Japan in 1945. Evidence shows that President Truman weighed not only military information in his decision to use the bomb, but also considered postwar politics and foreign policy when he considered dropping the atomic bomb on Japan. An analysis of his personal papers offers a different reasoning for using the bomb than what was commonly known at the time. The discrepancy between Truman’s public and private reasoning will beRead More Animal Farm as a Political Satire to Criticise Totalitarian Regimes4636 Words   |  19 PagesAnimal Farm as a Political Satire to Criticise Totalitarian Regimes This study aims to determine that George Orwells Animal Farm is a political satire which was written to criticise totalitarian regimes and particularly Stalins practices in Russia. In order to provide background information that would reveal causes led Orwell to write Animal Farm, Chapter one is devoted to a brief summary of the progress of authors life and significant events that had impact on his political convictions. ChapterRead MoreLangston Hughes Research Paper25309 Words   |  102 PagesIn 1919, when Langston Hughes was seventeen years old, he spent the summer with his father, Jim Hughes, in Toluca, Mexico. Langston had not seen his father since he was a small child, and he was excited about making the trip. However, during this visit, no affectionate bond would develop between Langston and Jim. Jim Hughes was a cold, difficult man, who was driven by ambition to make money and achieve respect. He had moved to Mexico to avoid segregation and racial injustice in the United Sta tesRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. 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But at the same time, without serious attention to the processes and misguided policies that led to decades of agrarian and industrial depression from the late 1860s toRead MoreNational Security Outline Essay40741 Words   |  163 PagesManagement 5 CHAPTER 4: The Use of Force in International Relations: Norms Concerning the Initiation of Coercion (JNM) 7 CHAPTER 5: Institutional Modes of Conflict Management 17 The United Nations System 17 Proposals for Strengthening Management Institutional Modes of Conduct 23 CHAPTER 6: The Laws of War and Neutrality 24 CHAPTER 7: War Crimes and Nuremberg Principle 28 CHAPTER 12: Nuclear Weapons: Deployment, Targeting and Deterrence 33 CHAPTER 13: Arms Control in the Nuclear Age 36 Read MoreModern History.Hsc.2012 Essay25799 Words   |  104 Pagesblack Thursday November 24 1929 * the jazz age * a speakeasyyyyyyy How significant were the Republican policies in causing the great depression? The significance of the republic policies were great, they brought a lot of growth in the 20’s allowing the market to strive over lots of trading and the purchase of shares, but was also an unstable market, as the government had no control over what it did and was left up to the private sector almost to run the market. Entry of the UnitedRead MoreManagement Challenges for the 21st Century.Pdf60639 Words   |  243 Pagesbook of PREDICTIONS, not a book about the FUTURE. The challenges and issues discussed in it are already with us in every one of the developed countries and in most of the emerging ones (e.g., Korea or Turkey). They can already be identified, discussed, analyzed and prescribed for. Some people, someplace, are already working on them. But so far very few organizations do, and very few executives. Those who do work on these challenges today, and thus prepare themselves and their institutions for the new

Problem Analysis of India Free Essays

The country of India has been faced with many problems. They have very important short-term problems, which means less time is spent on long term problems. Natural World disasters, wars, drought, and other major problems are more important to these people than such things as over population, pollution, literacy rate and their currency. We will write a custom essay sample on Problem Analysis of India or any similar topic only for you Order Now In this essay I will state the major problems hassling this country. I will give as many statistics as possible, try to decide how to improve these problems, and how we as a developed country, can contribute and help this one billion-person country grow strong. India is the seventh largest country in the World. Approximately 14.5% of the Worlds population live in India. There are more people in India than there are in North and South America together. There is a great diversity in the people of India. Some have great wealth. Others have only a few cents a day to survive on, and a great percentage of the people are homeless. While some attend University and benefit from free education, many more sleep in the streets and have never gone to school. India has many natural resources. It was once thought of as a very wealthy country. There is farmland and ore. The standard of living is very low, partially because these resources have not been fully developed. Living conditions deteriorate yearly because of the huge population growth. A few statistics that give us some idea of the crowded living conditions and standard of living: Life expectancy in India in 1965 was 45 years and in 1883, 53 years. Compared to this Canada was 72 in 1965, and 75 in 1983. The Towards Tomorrow text book said, â€Å"China has 7% of the World’s arable land. Canada has 3% but only.5% of the World’s people. In China this equals 1/10 of a hector per person. This is 1/9 of the amount in the U.S.A. and  ½ the amount in India† (1987, pg. 42,) The birth rate of India in 1983 was 34 and the death rate was 14. The population growth of 2%, even with extensive birth control efforts has remained the same. It is difficult to exert pressure on the people due to the democratic political system. The population of India is second only to China. The population in 1901 was 238,396,000. The population in 2003 is projected to be 1,069,021,000. If this rate continues without enforcement of birth control, India’s population will be more than China’s by 2040. There are 777 people per square mile. This country cannot sustain its people. Education, a necessity for population control, is encouraged. There is free schooling for children 6-14 but because they do not have the money to build schools and train teachers, 70% of the population are illiterate. Most children drop out of school by age 11. India ranks fifth among the World’s nations in total farm area. Large Indian farms belong to landlords who hire workers. New land reforms have come in giving farmers the right to own their own land. This seemed like a positive step but because of Hindu inheritance customs, the land must be divided among all a man’s sons. The share has become too small to provide a living. As a result many families move to urban areas where many live on the streets. This introduces yet another problem. Because of lack of space people take turns sleeping, food is prepared on the floor, people bath and shave in public. There are no windows or chimneys for fresh air and the water supplies are limited. Disease and death run wild. Most Indian people do not eat well. Bread makes up most of their diet. The country has a high death rate because of poor living conditions and diet. Again, the government has taken great steps to fight disease, but as with education, they cannot keep up with the number of clinics and medical personnel needed. Even with its many exports of cotton, peanuts, rice, tea, tobacco, brass, silverware, iron, and leather goods, India is a very poor nation. The average income in India is less than eighty dollars a year. When India became independent from Great Britain, the government had plans to raise the standard of living. Industrial production increased, farm production increased, and even with the huge population explosion the standard of living improved. India pays for it’s economic improvements but depends on grants and loans from other countries to buy goods and machinery. All these efforts however fall short of the countries needs. A solution put forth was to grow high yielding wheats. India had great success. It expanded its wheat output from 10 to 26 million tons from 1964 to 1992. In the early 1980’s they achieved 35 million tons. This enabled them to dispense with wheat imports. The Towards Tomorrow textbook said, â€Å"Cities say the increase in grain production have been achieved at the expense of social justice. Rich farmers have gained the most. The gap between the rich and poor has widened as a result.† (1987, pg. 102) India’s land is divided into four areas says the World Book Encyclopedia, â€Å"14% of the land is irrigated, 41% is non irrigated farmland, 19% is forest land and 26% is barren land.† (1999, vol.10, pg.124) The chief crops grown are rice, wheat, cotton, and nuts. Agriculture provides one half of India’s national income. India does not grow enough food to give its people a proper diet. This is partially due to inefficient farming methods and poor equipment. The World Book Encyclopedia says, â€Å"India’s foreign trade is over two billion dollars a year. The volume of the imports is much greater than that of the exports.† (1983, vol. 10, pg.106) India has one of the largest economies in the World in terms of its GDP. India is considered as a developing country, however, because it has such a large population that the GDP is very low per capita. It is considered one of the poorest countries in the World. In review there are several solutions that could help India deal with its population crisis and declining standard of living. They are, 1. Improved education, so people can move beyond a â€Å"peasant existence† with no understanding of self worth and life management. 2. Structure government control over birth control. (Similar to China’s) 3. Improved understanding of agriculture techniques, technology, and land management. 4. Education of nutrition and sanitation. 5. Any aide from foreign countries must be directed at making India self supporting. India is a Country of great wealth and potential. It is also a country of intense poverty and ignorance. I see one of the biggest problems in India being the differences. There are many different languages, religions, races, and customs. There are also many differences in the country itself. The land includes desert, thick jungles, broad plains, mountains, and tropical low lands. All these differences within one country create different needs, and different standards of living. It is however; very evident none of these differences can be addressed until the population is controlled. It is and will become even more of a problem for all the people of India, the poorest of the poor and the richest of the rich. How to cite Problem Analysis of India, Papers Problem Analysis of India Free Essays The country of India has been faced with many problems. They have very important short-term problems, which means less time is spent on long term problems. Natural World disasters, wars, drought, and other major problems are more important to these people than such things as over population, pollution, literacy rate and their currency. We will write a custom essay sample on Problem Analysis of India or any similar topic only for you Order Now In this essay I will state the major problems hassling this country. I will give as many statistics as possible, try to decide how to improve these problems, and how we as a developed country, can contribute and help this one billion-person country grow strong. India is the seventh largest country in the World. Approximately 14.5% of the Worlds population live in India. There are more people in India than there are in North and South America together. There is a great diversity in the people of India. Some have great wealth. Others have only a few cents a day to survive on, and a great percentage of the people are homeless. While some attend University and benefit from free education, many more sleep in the streets and have never gone to school. India has many natural resources. It was once thought of as a very wealthy country. There is farmland and ore. The standard of living is very low, partially because these resources have not been fully developed. Living conditions deteriorate yearly because of the huge population growth. A few statistics that give us some idea of the crowded living conditions and standard of living: Life expectancy in India in 1965 was 45 years and in 1883, 53 years. Compared to this Canada was 72 in 1965, and 75 in 1983. The Towards Tomorrow text book said, â€Å"China has 7% of the World’s arable land. Canada has 3% but only.5% of the World’s people. In China this equals 1/10 of a hector per person. This is 1/9 of the amount in the U.S.A. and  ½ the amount in India† (1987, pg. 42,) The birth rate of India in 1983 was 34 and the death rate was 14. The population growth of 2%, even with extensive birth control efforts has remained the same. It is difficult to exert pressure on the people due to the democratic political system. The population of India is second only to China. The population in 1901 was 238,396,000. The population in 2003 is projected to be 1,069,021,000. If this rate continues without enforcement of birth control, India’s population will be more than China’s by 2040. There are 777 people per square mile. This country cannot sustain its people. Education, a necessity for population control, is encouraged. There is free schooling for children 6-14 but because they do not have the money to build schools and train teachers, 70% of the population are illiterate. Most children drop out of school by age 11. India ranks fifth among the World’s nations in total farm area. Large Indian farms belong to landlords who hire workers. New land reforms have come in giving farmers the right to own their own land. This seemed like a positive step but because of Hindu inheritance customs, the land must be divided among all a man’s sons. The share has become too small to provide a living. As a result many families move to urban areas where many live on the streets. This introduces yet another problem. Because of lack of space people take turns sleeping, food is prepared on the floor, people bath and shave in public. There are no windows or chimneys for fresh air and the water supplies are limited. Disease and death run wild. Most Indian people do not eat well. Bread makes up most of their diet. The country has a high death rate because of poor living conditions and diet. Again, the government has taken great steps to fight disease, but as with education, they cannot keep up with the number of clinics and medical personnel needed. Even with its many exports of cotton, peanuts, rice, tea, tobacco, brass, silverware, iron, and leather goods, India is a very poor nation. The average income in India is less than eighty dollars a year. When India became independent from Great Britain, the government had plans to raise the standard of living. Industrial production increased, farm production increased, and even with the huge population explosion the standard of living improved. India pays for it’s economic improvements but depends on grants and loans from other countries to buy goods and machinery. All these efforts however fall short of the countries needs. A solution put forth was to grow high yielding wheats. India had great success. It expanded its wheat output from 10 to 26 million tons from 1964 to 1992. In the early 1980’s they achieved 35 million tons. This enabled them to dispense with wheat imports. The Towards Tomorrow textbook said, â€Å"Cities say the increase in grain production have been achieved at the expense of social justice. Rich farmers have gained the most. The gap between the rich and poor has widened as a result.† (1987, pg. 102) India’s land is divided into four areas says the World Book Encyclopedia, â€Å"14% of the land is irrigated, 41% is non irrigated farmland, 19% is forest land and 26% is barren land.† (1999, vol.10, pg.124) The chief crops grown are rice, wheat, cotton, and nuts. Agriculture provides one half of India’s national income. India does not grow enough food to give its people a proper diet. This is partially due to inefficient farming methods and poor equipment. The World Book Encyclopedia says, â€Å"India’s foreign trade is over two billion dollars a year. The volume of the imports is much greater than that of the exports.† (1983, vol. 10, pg.106) India has one of the largest economies in the World in terms of its GDP. India is considered as a developing country, however, because it has such a large population that the GDP is very low per capita. It is considered one of the poorest countries in the World. In review there are several solutions that could help India deal with its population crisis and declining standard of living. They are, 1. Improved education, so people can move beyond a â€Å"peasant existence† with no understanding of self worth and life management. 2. Structure government control over birth control. (Similar to China’s) 3. Improved understanding of agriculture techniques, technology, and land management. 4. Education of nutrition and sanitation. 5. Any aide from foreign countries must be directed at making India self supporting. India is a Country of great wealth and potential. It is also a country of intense poverty and ignorance. I see one of the biggest problems in India being the differences. There are many different languages, religions, races, and customs. There are also many differences in the country itself. The land includes desert, thick jungles, broad plains, mountains, and tropical low lands. All these differences within one country create different needs, and different standards of living. It is however; very evident none of these differences can be addressed until the population is controlled. It is and will become even more of a problem for all the people of India, the poorest of the poor and the richest of the rich. How to cite Problem Analysis of India, Essay examples

Informtion Systems For HRM in the Organization’s Activities

Question: Discuss about the Informtion Systems For HRM in the Organizations Activities. Answer: Introduction Human resource management is an integral part of any organization for the major role it plays in ensuring successful progress of the employees. Human Resource Management is therefore known to be a devised system that majors on recruiting and providing directions to the employees. As proposed by William (2014), it is arguably responsible for the maximum performance of the workers. However, there are other numerous activities conducted by Human Resource Management in an attempt to maintain high-quality production. These operations include: selecting and hiring employees, strategic planning, and analysis, managing legal issue e.g. company policies employee's rights, performance appraisal, compensation and benefits which include wages and salaries among other activities. To run the above-mentioned operations, it is crucial to make use of modern technological systems that guarantees faster and reliable communication, within the company (Jamali, Dirani, and Harwood, 2015, p.125). The foll owing work takes a close examination of three activities conducted by HRM, and how information systems are incorporated to enhance productivity in the company. Appraising and Rewarding Performance Performance appraisal is one of the major roles carried out by HRM. It relates to evaluating the accomplishments of every individual in the company to determine whether they have underachieved or over performed their set targets. This operation helps the employees work hard to achieve the objectives, failure to which, consequences come in handy. The process is also relevant as it helps decide whether training needs to be effected in a particular employee/s or not and if promotion for a particular employee is needed, which translates to a pay hike (Armstrong and Taylor, 2014, p.128). There are much more significances of performance appraisal. Some of the various methods of carrying out the performance appraisal process include: using assessment centers. Here, the appraisee is taken to a center equipped with all the requirements for the task. After that, he/she is required to carry out the same task they would be expected to perform if promoted. The evaluators are obliged to observe ho w the assignment is being carried out by the appraisee. Key things that maybe evaluated here are; motivation, career orientation, interpersonal and intellectual skills among other capabilities. Behaviorally anchored rating is yet another method of appraising. Here, critical incidences are user to rate the reliability, job knowledge among other qualities portrayed by the worker, regarding; extremely good, good, above average, average or poor. With this information, the Human Resource manager can determine the staff in question. Management by objective (MBO) is yet another method, proposed by Armstrong (2014), where he outlined the advantages of managers having clear objectives which contribute in supporting the process of an individual in higher positions (Noe, Wilk, Mullen, and Wanek, 2014, p.153). The Role of Information Systems within Appraising and Rewarding Employees Performance With modern technology, information systems have played a big role in enhancing performance appraisal. For example, Automated performance management software is a system that makes it simple to set goals, evaluate employees progress and after that give appropriate feedback. Such a system enhances simplicity in making customers reviews. Other importance of information systems includes; linking performance with pay, gear towards goal attainment among others. Recruiting and Hiring Employee Secondly, selecting and hiring of employees is another crucial role carried out under HRM. The process of hiring involves job analysis, recruiting and selection. It is upon this department to ensure that the company has the high working personnel, who push the company to the desired level. The Human resource manager identifies the vacant position, which is the very initial stage, then advertises for applications so as to fill the void. It is worth noting, to avoid over employment in the company, this department must measure the need for hiring, as a way of regulating expenditures through wages and salaries (Marler and Fisher, 2013, p.18). Upon reviewing the position, recruitment takes place immediately. Chances are given to candidates with potential qualities. The requirement for the position must be clearly stipulated, to regulate the number of the applicants, hence making the selection process easy. During selection, proper screening must be done, so as to get highly qualified pers onnel, which impact the organization positively (Wilson, 2014, p.34). Information Systems in Recruiting and Hiring Employees It is worth noting; there are several functions that information systems play in the process of hiring. They help the interviewers settle on the best candidate, by making the selection process simple and accurate. It has been made possible by systems that, e.g., search criminal records of the applicants globally, the genuineness of the academic information provided, among others. Also, Information Systems manages the application process. For example, a much-developed organization only accept application through their official website or any other technological channel as stipulated in the advertisement. This method of receiving applications is convenient as every application is received and reviewed and evaluated with ease, soon after the candidate has applied. The process of evaluation using such systems is easy, as it locks out candidates who havent achieved the minimum qualifications (Gully, Phillips and Kim, 2014, p.162). Offering Training, Development and Orienting Employee to the Specific Posts Finally, Training and development are a core activity carried by HRM. It is the desire of every management to have employees who keep developing their skills, consequently benefiting the company (Tahir, Yousafzai, Jan, and Hashim, 2014, p.86). It is the duty of this division to provide basic training sessions to its employees. These training may be conducted in a seminar, or workshops, either internally r externally or internally. Such training helps in building the present day skills and abilities of the employee, for better outcomes in their production. The development of the worker, on the other hand, focuses on the future responsibilities of the organization (Jamali, Dirani, and Harwood, 2015, p.125). The Role of Information System in Training and Development Information systems have roles in every HRM, in the training of the employees. For instance, specific modules of information system help in managing and generating training calendar, regarding the employees requirement, reflected by his or her performance growth. Progress sheets for the employees are developed by such systems. Notably, these setups also generate the progress and effectiveness of the development programs that have been conducted before. It is achieved when changes are experienced after a particular training session, regarding quality output from the worker. The systems also play a significant role in helping the employees evaluate themselves, note their strengths and weaknesses and thereby making things straight. Compared to personal trainers, Information system software is readily available, convenient and less erroneous (Malln, Chiva, Alegre, and Guinot, 2016, p.463). Conclusion All in a nutshell, HRM ensures that the organization is moving towards the right direction, as far as the workforce is concerned. Without this department, many upheavals are experienced, hence poor production rate. Also, information systems highly benefit any organization, in running the discussed department. Every organization is at this moment advised to embrace beneficial technological systems, which help improve the performance of employees, a step that undoubtedly doubles the production rate. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. DeNisi, A. and Smith, C.E., 2014. Performance appraisal, performance management, and firm-level performance: a review, a proposed model, and new directions for future research. Academy of Management Annals ,8 (1), pp.127-179 Gully, S.M., Phillips, J.M. and Kim, M.S., 2014. Strategic Recruitment: A Multilevel (pp. 161-183). The Oxford Handbook of Recruitment. Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model. Business Ethics: A European Review, 24 (2), pp.125-143. Malln, F., Chiva, R., Alegre, J. and Guinot, J., 2016. Organicity and performance in excellent HRM organizations: the importance of organizational learning capability. Review of Managerial Science, 10 (3), pp.463-485 Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23 (1), pp.18-36 Noe, R.A., Wilk, S.L., Mullen, E.J. and Wanek, J.E., 2014. Employee Development: Issues in Construct Definition and Investigation of Antecedents. Improving Training Effectiveness in Work Organizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teach out (Mahwah, NJ: Lawrence Erlbaum, 1997), pp.153-189 Tahir, N., Yousafzai, I.K., Jan, S. and Hashim, M., 2014. The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and Social Sciences, 4 (4), p.86 Wilson, J.P., 2014. International human resource development: Learning, education and training for individuals and organisations. Development and Learning in Organizations , 28 (2).

Modern audiences Essay Example For Students

Modern audiences Essay An Inspector Calls is a play with important messages for any society. Explore the ways that Priestley communicates these messages. Are they as important for modern audiences as they were when the play was first performed? `An Inspector Calls appears at first to be a normal, realistic play following the three unities of time, place and action. However during the course of the play the characters convey various social messages. This exploration is about whether these messages are just as important for todays modern audience as they were when the play was first written in 1945 and when it was set, a week before the Titanic sank, in 1912. One of the main messages in the play is that everything we do, however insignificant or involuntary will have some sort of repercussion across the world in some way. As Isaac Newton said, every action has an equal and opposite reaction. During. An Inspector Calls we begin to realise this. Another important aspect of the play is the need for a social conscience amongst us all. J B Priestley was a Socialist, he was born into a Socialist family and took on their beliefs and ideas, he conveys them rather appropriately for his cause in the play. Some people may not necessarily agree with his beliefs and ideas but in a way this is a good thing as it shows an area upon which discussion about the meanings of the play can be given.

Schizophrenia Essays (672 words) - Schizophrenia,

Schizophrenia In a quiet, darkened hospital room a twenty five year old man with paranoid schizophrenia lies on a table. His eyes are closed. He is listening to the voice that has plagued him for more than two years. The voice is relentless, speaking once every ten seconds or so. Don't act stupid, it says in a demanding tone. Dirty rotten bastard. This serious mental condition includes delusions, hallucinations, disorientation, and thinking disorders. Schizophrenia can be traced back to a persons genetics, and can have devastating effects. This is one of the many problems that a schizophrenic person has to deal with daily. Some symptoms include visual and auditory hallucinations. Paranoia may make them think they are being attacked, delusional thinking may make them think their mother is the devil, and auditory hallucinations may order them to kill (Hurley 3). Hearing voices in schizophrenics is common. The voices may yell out horrible insults to a person or force them to do cruel and nasty things. When a schizophrenic hears voices, blood flow to certain parts of the brain increase markedly. Such voices often utter scathing comments like You're worthless or No one likes you. In schizophrenic people it is not as common to see things as it is to hear things. When they see things they are not usually happy sites. One twenty-three-year-old man sees disembodied heads rolling across a vivid backdrop (Bower1). Another person might think someone is going to kill them. These hallucinations do not happen too often. Scientific studies show that schizophrenia can be caused by genetic flaws. No gene promotes schizophrenia on its own. Several genes may trigger a chain of physiological reactions that result in some forms of this severe disturbance of thought and emotion (Behavior 1). Previous studies have found that a susceptibility to schizophrenia appeared to be hereditary. A new study was the first two site a specific genetic cause (Medicine 1). Recently there has been some questioning to the chromosome theory. New studies support earlier evidence of a connection between schizophrenia and a gene somewhere in a short stretch of chromosome six (Bower 1). Also, a link was found between schizophrenic and an abnormally functioning gene or cluster of genes on chromosome five, on of the forty-six human chromosomes that contain the complete genetic blueprint of the individual (Medicine 1). There is also a controversy the idea of schizophrenia being hereditary. Sixteen percent of the children of schizophrenic mothers grow up to be schizophrenic themselves--compared to just 1.9 percent of the non-schizophrenic mothers (Psychology 1). Other studies have shown that higher rates of schizophrenia occur in offspring whose birth was marked by obstetric complications, and those born to mothers who caught the flu during the fifth month of pregnancy (Psychology 1). It has long been known that a tendency to develop schizophrenia runs in families (Saltus 1). Another research topic on schizophrenia is a persons DNA. DNA is an abbreviation for deoxyribonucleic acid. DNA is the blueprint of an individual. New reports show that one relatively small DNA segment, containing several hundred genes at most, includes a gene that confers a susceptibility to schizophrenia (Bower 1). The National Institute of Mental Health estimates that mental illness costs our nation more than $129 billion each year. Schizophrenia is responsible for fifty billion of that (Saltus 2). For all this money schizophrenia must strike an amazing amount of people. Schizophrenia affects an estimated one percent of the population, usually striking young adults. Colleagues studied 186 Irish families each with at least two members diagnosed with schizophrenia. A total of 992 individuals gave blood samples for DNA analysis; of that 487 suffered from schizophrenia (Behavior1). Schizophrenia is a sever disruption of thought and personality that stems from poorly understood brain disturbances, often includes hallucinations and delusions. There is no known cure for this illness. Schizophrenia can be traced back to a persons genetics, and can have devastating effects. It is complex disorder and can be cause by many factors. English Essays

Schneider Electric Global Account Management

Schneider Electric Global Account Management Free Online Research Papers Established in 1782, Schneider Electrics began as an industrial equipment company. See appendix I. This global leader has 170 years experience in its industry. (Schneider Electrics, a, 2007) With a strategy of maintaining autonomous plants in host countries with shared global skills drawn from the company’s vast network, Schneider Electric can customize innovations to fulfil customers’ requirements, whilst meeting the standards and practices applicable to individual countries through adaptation of products. (Schneider Electrics, b, 2007) This strategy coupled with other factors requires a strong Global Account Management system to ensure the company remains a leader in industry. See appendix II. Schneider Global Business Development (SBGD) was created in 1992 as a global sales organization and counterpart to individual country based sales force. (Bartlett, Ghoshal and Birkinshaw, 2004) See figure 1 2, appendix III. Global Strategy Drivers of Schneider Electric’s Global Account Management. Market Driver The strongest driver for global account management is global customers. (Yip and Madsen, 1996) Consistent image and presentation; coordinated pricing, branding that is recognisable and of high quality, service that is of high standard throughout the world, all benefit the client and the company. (Johansson, 2003). Customer satisfaction is a high priority for Schneider Electric therefore the means to fulfil this requires strategy, cooperation and a streamline operations system globally, within the corporation, with suppliers and customers. (Schneider Electric, d, 2007) See figure 1, appendix IV. One example of customers being a GAM driver is Schneider’s relationship with the American company, Copiato. To anticipate and fulfil its client’s requirements, an in-depth understanding was required. Mutually beneficial measures were taken that resulted in global consistency in product offering and service quality. In 1995 the joint relationship was awarded the Arthur Anderson Best of the Best Award for Channel management. Subsequently, Copiato appointed Schneider as its only globally certified electrical supplier. (Bartlett, Ghoshal and Birkinshaw, 2004) Client demand worldwide is constant as electrification is a common need. The company acknowledges this as a growth driver and works to fulfil demands. (Schneider Electric, d, 2007). See figues 2 3, appendix IV. Cost Driver Without GAM Schneider Electric would not maximise its potential for sales, manufacturing or RD, which results in not fulfilling economies of scale. This is reflected in purchases made by Calchem prior to becoming a GSA. Merchandise purchases from the automation product line were worth SFr 3-4 million. Within a year of becoming a GSA, sharing information and working to common strategies with Schneider Electric, orders mounted to SFr10 million with a projected growth of SFr 20-25million for future transactions. (Bartlett, Ghoshal and Birkinshaw, 2004) Despite the expense of organising global account management and client-led innovation as indicated previously in figure 2 of appendix III, the overall cost and expansion benefits ensure it a worthwhile venture. See appendix V. Competitive drivers The power and control industry is highly competitive with competitors utilising either a project approach or a stepping stone approach in business. Schneider responded by with various strategies to increase competitiveness. One tactic was the introduction of entry and exit barriers for its clients, which result in high switching costs making it difficult for conversion of clients by competitors and clients to competitors. (Bartlett, Ghoshal and Birkinshaw, 2004) (PTC, 2007) See figures 1-4, appendix VI Strategies from SGBD enabled the company to set up strong mutually beneficial relationships with clients with long-term focus, optimized use of resources available locally and globally and ensured competitiveness. Actions that can be undertaken for successful implementation of GAM: ? Strength, increased value and growth through effective global teams (Distefano and Maznezski, 2000) See figure 1, appendix VII ? Clear, quick, easily accessible communication systems utilising English as a standard language. (Global English, 2005) See figure 2. Cross cultural training to support communication. (Bartlett, Ghoshal and Birkinshaw, 2004) ? Up to date training, especially IAMs and IACs. ? Clear strategy and vision for the company’s future, recognising the importance of SGBS to ensure maximum benefit for all concerned, increasing profitability. See figure 3. ? Provide financial assistance, if needed by regional offices, to uphold the GAM Continuing globalization supported by extensive planning ensures maximum usage and benefits from internal and external resources and GAM. This ensures continuity as one of the leaders in its fields.(Yip and Madsen, 1996) (Schneider Electric, g, 2007) See figure 1, 2, 3 and 4 appendix VIII References ? Bartlett, C.A., Ghoshal. S. and Birkinshaw, J. (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin ? CRM Today (2004) Schneider Electric streamlines SRM with SAS, crm2day, accessed 12th March 2007. crm2day.com ? Distefano, J.J. and Maznezski, M.L. (2000) Creating Value with Diverse Teams in Global Management, Organizational Dynamics, 29, 1, pp. 45–63. ? Frost Sullivan (2006) Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership,Frost and Sullivan, accessed 8 March 2007 frost.com/prod/servlet/press-release-print.pag?docid=74616675 ? Global English (2005) Case study: Schneider Electric, GlobalEnglish, accessed 9 March 2007. globalenglish.com/corporate ? HP (2005) Schneider Electric: A new regional logistics hub.A centralised data centre. A more adaptive IT platform., HP, accessed 13 March 2007. hp.com ? Johansson, J.K (2003) Global Marketing; Foreign Entry, Local Management and Global Management, Third Ed, MCGraw-Hill, New York, NY ? Pinto, J. (2006) Schneider Electric – Aggressive French Giant, Automation, accessed 8 March 2007. automation.com/sitepages/pid2247.php ? PR Newswire (2006) Strategic Account Management Association Announces Its New CEO, prnewswire, accessed 10 March 2007. prnewswire.com/cgi-bin/stories.pl?ACCT=104STORY=/www/story/10-18-2006/0004454084EDATE ? PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 13 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 ? Schneider Electric, a (2007) History, Schneider-Electric, accessed 12 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, b (2007) Local Operations, Schneider-Electric, accessed 13 March 20007. schneider-electric.com/wps/portal/corp/ ? Schneider Electric, c, (2007) Group; Strategy, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, d, (2007) Finance; 2006 Annual Results, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, e (2007) Business; Markets, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, f, (2007) Group; Key Figures, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, g, (2007) Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Ultima Media. (2006) Automation Systems Controls; Schneider Electrics, Automotive Manufacturing solutions, accessed 15 March 2007 automotivemanufacturingsolutions.com/ams/directory/schneider.shtml ? Yip, G.S. and Madsen, T.L. (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Appendices Appendix I A summary of the history of the Schneider Electric reflects early ventures of the 19th century in the iron and steel industry, heavy machinery, and ship building. The 20th century brought expansion into electricity and automation management. With 170 years of experience, Schneider Electric has grown and emerged to become one of the main players in its field. Timeline of Schneider Electrics ? 1782: Established as an industrial equipment company ? 1836: Surviving the Napoleonic Wars and French Revolution, the Schneider brothers acquired the Creusot foundries. Built the first French locomotive ? 1838: established Schneider et Cie. ? 1891: Expanded from armaments specialist by moving into innovation in the emerging electricity market. ? 1914: Prominent as one of France’s most important heavy industry companies. ? 1919: Installation of Schneider in Germany and Eastern Europe via the European Industrial and Financial Union (EIFU). ? 1929: Entered the electrical contracting business with associations with Westinghouse. Expansion into manufacturing of electrical motors, electrical equipment for power stations and electric locomotives. ? 1939-45 WWII: Company suffered with factories destroyed or commandeered. The French government supported the company post WWII in its restructuring as a holding company. The company now had three subsidiaries; civil and engineering, industrial manufacturing and construction. The restructuring opened the way for diversification and new ? 1950: last Schneider family member passes away ? 1966: Company goes public. ? 1969: Merger with Empian, forming Empian-Schneider Group. Production diversifies to include fashion, travel, publishing and ski equipment. ? 1980-1997: With minimal success in its diversification efforts the company underwent reorganisation between 1980 and 1993. In 1992 Schneider Global Business Development (SGBD) was created with the objective of further expanding its business globally. In 1993 it merged with its former parent company, Societe Parisienne d’Enterprises et de Participation. Merlin Gerin (acquired 1975) and Telemecanique (acquired 1988) were the Scheider Electric ‘s European operations and Square D (acquired 1991) became the North American operations. Individual brands, however, were maintained in favour of customer recognition ? 1996: 100% French owned company established in China. ? 1997: Spie Batignolles, the electrical contracting subsidiary was sold. ? 1999: Acquisition of Lexel, European N °2 in electrical distribution. Utilised to expand its household equipment base. Global renaming as Schneider Electric, to more clearly emphasise its expertise in the electrical field. Engagment of accelerated growth and competitiveness strategy. ? 2000-2005: Growth and further acquisitions allow Schneider Electric to position in new market segments: man-machine dialogue, UPS uninterruptible power supply, movement control, Voice Data Image, Sensing Technology, Building Automation and security, (Digital, Crouzet, Clipsal, MGE UPS Systems, TAC, Kavlico, Andover Controls †¦). Developed from sources: Barlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Case and Readings in Cross-Border Management, 4th edition, McGraw-Hill, New York, NY. Schneider Electrics, a, (2007) History, Schneider-Electrics, accessed 12 march 2007 schneider-electric.com/wps/portal/corp/ Appendix II Schneider Electric holds first position globally in Electrical Distribution and second position globally in Automation Control. The company is comprised of: ? 88,670 employees in 130 countries ? 25 Research and Developments sites ? 206 manufacturing facilities ? 60 logistics centres ? 15,000 sales outlets Source: Schneider Electrics, b, (2007) Local Operation, Schneider-Electrics, accessed 12 march 2007 schneider-electric.com/wps/portal/corp/ Appendix III Figure 1 Framework for global account management This framework reflects the basis for Schneider Electric’s creation of Schneider Global Business Development. Source: Yip and Madsen (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Figure 2 The following factors were drawn from Yip and Madsen (1996) and Bartlett, Ghoshal and Birkinshaw (2004). Challenges to utilising GAM: ? High costs of restructuring and implementation. ? Ensuring all levels of management and other human resources have the skills, knowledge and means to maintain efficient and effective GAM. ? Increased difficulty in pricing and contracting ? Regional differences ? Establishment of clear communication at all levels regionally and globally. ? Parochialism ? Extensive customization to fulfil clients needs ? Shift from standardized manufacturing to client-led manufacturing ? High involvement levels for all parties. ? Client demands lowest national price due to centralised demand. Benefits of utilising GAM: ? Becoming sole provider on on-innovated products, guaranteeing business from Global Strategy Account client. ? Elimination of bidding process for both parties, reducing costs involved in projects. ? A united front in sales, eliminating intra business/ subsidiary competition. ? Co-innovation expands knowledge and skills base available for product creation. ? Enhanced reputation transferable across regions. ? Interregional links building relationships, therefore forming platforms for expansion. Requirements of SGBD for clients to become a Strategic Global Account: ? Client must offer potential of sourcing a minimum of 50% of global business from Schneider Electric. This is to ensure Schneider Electric recoups investments made to fulfil client’s requirements. ? Client must assist Schneider Electric in understanding its needs, challenges and services to ensure optimal results for both parties. ? Compatibility of goals, values, style and time frames also a consideration. Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Yip and Madsen (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Appendix IV Figure 1 Schneider Electric customer satisfaction as stated by Ultima Media (2006): â€Å"To increase customer satisfaction and keep installations up and running, Schneider Electric has established call centres in 40 countries and deployed a wide range of web-based services, including a global e-catalogue and online information, training, diagnostics and technical support. In addition, they work side-by-side with customers to enhance their performance. This means : ? Ensuring the sustainability of electrical installations ? Improving industrial process performance ? Enhancing energy performance. Some clients in the automotive sectors : ? DaimlerChrysler Engine manufacturing and assembly – USA ? DaimlerChrysler Body shop – Germany ? Renault Surface treatment workshop, assembly plant Spain, USA ? Ford Engine manufacturing and assembly USA and UK ? PSA Test and research centre, high storage facility, body workshop, paint shop ? Caterpillar Powertrain – France† Source: Ultima Media. (2006) Automation Systems Controls; Schneider Electrics, Automotive Manufacturing Solutions, accessed 15 March 2007 automotivemanufacturingsolutions.com/ams/directory/schneider.shtml Figure 2 Growth drivers as ascertained by Schneider Electric Source: Schneider Electric, d, (2007) Finance; 2006 Annual Results, Schneider-Electric, accessed 18 March 2007 schneider-electric.com/wps/portal/corp/ Figure 3 Products, consumers and growth opportunities of Schneider Electrics as detailed on their website. Energy Infrastructure Guaranteeing a safe, reliable power supply and controlling operating costs Products and services solutions encompassed in the Energy Infrastructure market: ? electric power generation and distribution, ? energy metering and quality, ? water transportation and treatment, ? public transportation and freight shipping, ? telecommunication infrastructure, ? oil and gas infrastructure, ? multi-site remote management. Growth opportunities Growth in this market is driven by the considerable development of infrastructure for water, energy, transportation and communication (notably via the Internet); privatization of public infrastructure; outsourcing; and growing security and environmental protection requirements. Main customers Public-sector investors, supervisory authorities, systems integrators, OEMs, electric companies, large industrial companies and service firms, end users. Industry Enhancing productivity, flexibility, security and traceability In the Industry market, products and services solutions cover: ? machine control, ? process automation, ? electrical supply and distribution, ? single or multi-site production data management. Growth opportunities Servicing a wide range of sectors including food and beverage, packaging, automotive, pharmaceuticals, electrical components, and chemicals industries. Major growth paths include global partnerships with key accounts and OEMs as well as Transparent Ready solutions. Main customers Engineering firms, systems integrators, OEMs, large industrial companies, panel builders and electrical equipment distributors, end users. Buildings Reducing operating costs while offering greater comfort and safety In the Buildings market, products and services solutions cover: ? electrical supply and distribution, ? utilities management (lighting, air conditioning, elevators, access control, etc.), ? data exchange (Voice-Data-Image, Power Line Communication technology, radio), ? multi-site remote management for office buildings, shopping malls and stores, industrial buildings, ships, hotels, hospitals and schools, etc†¦ Growth opportunities Great potential in the areas of automation, maintenance, optimization of energy use, automated HVAC and lighting management, access control and security for industrial, commercial and service buildings are available. Main customers Developers, engineering offices, developers, engineering and design firms, systems integrators, contractors, panel builders, electrical equipment distributors, building operators and end users. Residential Ensuring comfort and safety while simplifying communication In the Residential market, products and services solutions for single-family homes and apartment buildings cover: ? electrical distribution (protection and installation systems), ? monitoring and safety, ? home automation and data exchange systems based on advanced technologies (Voice-Data-Image landline, Power Line Communication technology, radio). Growth opportunities A dependable, steady market in which renovation accounts for 50% of demand. Substantial growth opportunities linked with the development of new technologies and the immense housing needs of emerging countries. Main customers Architects, building owners, developers, building contractors, electricians, electrical equipment distributors, DIY superstores and end users. Source: Schneider Electrics, e (2007) Business; Markets, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix V Key figures of Schneider Electric. On 5 years 2004 and 2005: IFRS standard 2001, 2002 2003: French GAAP Sales as of December 31 (million euros) 2005 11,679 2004 10,349 2003 8,780 2002 9,061 2001 9,828 2005 Sales by business 62% 25% 13% Electrical Distribution Automation Control Growth Platforms 2005 Sales by geographic region 48% 26% 18% 8% Europe North America Asia Pacific Rest of the world 2005 number of employees by geographic division Total: 88,670 people (Average number of permanent and temporary employees) Europe 49.2% North America 24.5% Asia Pacific 19.6% Rest of the world 6.7% Operating income as of December 31 (million euros) 2005 1,565 2004 1,286 2003 1,007 2002 1,040 2001 1,116 Source: Schneider Electrics, f, (2007) Group; Key Figures, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix VI Figure 1 Main competitors of Schneider Electric: ? ABB ? Alstom ? Cuttler Hammer ? General Electric ? Rockwell ? Siemens Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Figure 2 Example of the strategy used by Schneider Electric’s competitors. Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Figure 3 Article from PTC (2007) detailing business partnership to ensure competitiveness: â€Å"Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System Leading French manufacturer of power control equipment partners with PTC Global Services to quickly realize value from its single PLM platform strategy . NEEDHAM, MA – January 30, 2007 PTC (Nasdaq: PMTC), the Product Development Company, today announced that the world’s leading power and control specialist Schneider Electric selected PTC as its technology and services partner to improve the efficiency of its globally distributed product development processes. Schneider Electric’s strategic business initiative includes the shift to a single Product Lifecycle Management (PLM) platform powered by PTC Windchill ® and the deployment of processes to support key product development strategies such as product modularization and the implementation of a Web-based IT architecture in a distributed engineering environment. As a result, Schneider Electric chose PTC Global Services as the preferred partner to realize a fast roll-out and a return on investment for the PTC Product Development System (PDS) including Pro/ENGINEER ® and Windchill. â€Å"PTC is not only delivering best-in-class technology for our global PLM initiative but has also proven to be a important service partner for implementing and optimizing its solutions, based on a clear implementation roadmap .† said Michel Catry, EIS Manager, Schneider Electric. â€Å"The fast roll-out of a single and integral Product Development System will substantially support our organic growth and the capability to cooperate with Global Competency Centers based in Mexico, India and China†. Schneider Electric has launched a global product development initiative to reduce time to market for new products while lowering product development costs. As a single, Web-based technology platform, the PTC Product Development System implemented by the Global Services team is well suited to support these initiatives and lower the total cost of ownership for Schneider Electric’s Research Development IT infrastructure. The new PLM backbone will enable Schneider Electric’s global product development teams to work with common methods and processes, and share and reuse mechanical, electrical and software information more efficiently to free up product development capacity. The PDS replaces existing legacy systems in different departments and allows Schneider Electric to keep a single source of all relevant information, which can be shared internally and externally throughout the extended enterprise, including the suppliers, partners and distributed technical centres in Chi na, India and Mexico. The overall change process is managed in Windchill PDMLinkâ„ ¢, and the exchange of information with participants both inside and outside the company is provided by Windchill ProjectLinkâ„ ¢ in a seamless, integral change management environment â€Å"The power and control industry is under significant competitive pressure to reduce cycle times and costs by sharing and reusing more mechanical, electrical and software data on a global scale† said Barry Cohen, Ph.D., executive vice president, Strategic Services and Partners, PTC. â€Å"This requires a Web-based PLM infrastructure which can be easily rolled out on a global scale, but it also requires a deep knowledge about the product development process. Schneider Electric’s decision to partner with PTC demonstrates that we are providing leading technology combined with the services expertise to help our customers realize long lasting business value.† About PTC Solutions for Electronics High Tech PTC solutions for electronics high tech are designed to meet the product lifecycle management requirements of electronics manufacturers. These solutions include product development process and data management, electronic verification and collaboration, environmental regulatory compliance (RoHS, WEEE, etc.) and 3D mechanical design. PTC has over 3,000 high tech customers, including the top 30 electronics manufacturers across the globe.† Source: PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 08 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 Figure 4 Schneider Electric’s Competitor Defence Strategy Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Appendix VII Figure 1 Distefano and Maznezski (200) state that there are three steps to creating value in a global team: Map, Bridge Integrate. Successful teams interact according to the three principles of mapping, bridging, and integrating (MBI). To map, they describe the differences among members and the impact of those differences in objective, measurable ways. To bridge, they communicate in ways that explicitly took the differences into account. Integrating directs them to create team-level ideas by carefully monitoring participation patterns, resolving disagreements, and creating new perspectives. By applying these principles in a dedicated and committed way, any global team can be successful. Mapping to Understand Differences The principle of mapping requires a commitment to understand the underlying characteristics affecting each member’s approach to the team. In a multinational team it may seem obvious that members will have different perspectives, but deliberately mapping these differences develops an appreciation of how they affect teamwork. There are three steps to the mapping principle: selecting which characteristics to map, describing members’ characteristics, and identifying their impact. Bridging to Communicate Across Differences Bridging, or communicating effectively across the differences to bring people and ideas together, is the next important principle in the MBI approach. Effective communication is â€Å"sending and receiving meaning as it was intended.† We are all too familiar with miscommunication, especially in situations marked by diversity. Those stories can be humorous, but they tend to have unfortunate endings. The key to bridging is to prevent miscommunication. There are three steps to building a strong bridge in a diverse team: Prepare, Decenter, and Recenter. Integrating to Leverage Differences Although good bridging is critical, understanding each others’ perspectives doesn’t guarantee that the group can bring everything together and come up with good decisions. For that, the team needs to integrate, our third principle of managing diversity well. Integrating is where understanding (from mapping) and communicating (from bridging) get converted into productive results. There are three important steps to integrating: ? managing participation ? resolving disagreements ? building on ideas All three require good mapping and bridging. Creating value in diverse teams: the MBI approach. Source: Distefano, J.J. and Maznezski, M.L. (2000) Creating Value with Diverse Teams in Global Management, Organizational Dynamics, 29, 1, pp. 45–63. Figure 2 â€Å"Schneider Electric knows that it must increase the investment in the development of employees and their competencies in order to capitalize on opportunities Global communication is critical and a common language essential. At the heart of Schneider Electric’s human capital development program are communication skills. In a survey of employees, 81 percent said that English skills are â€Å"required† or â€Å"important† in their current jobs. Seventy-six percent of employees said they use English on the job at least once a week. In addition, Schneider Electric identified two key business drivers that required improved English communication skills globally. First, the company is a global organization and must be dedicated to global customers who demand consistent service around the world. Second, as a global company, Schneider needs to share and capitalize on expertise and best practices, regardless of where they operate geographically. Schneider then closely examined its communication capabilities. It found that 85 percent of â€Å"high-need† employees reported that they had been told by their managers to improve their English skills; their progress would be regularly monitored or evaluated during their performance reviews. Ninety-four percent said they needed to improve their English skills within two years. And 70 percent said that English skills were â€Å"required† or â€Å"important† in order for them to get a promotion in the global organization. The company also had explicit goals to achieve cost savings. Previously, English language training was purchased locally, with each region determining its own solution, vendor, and expenditures. With this decentralized approach, it was difficult to determine and control costs, ensure consistent quality of the training, and measure results to determine effectiveness. To overcome these problems, management directed that 80 percent of English learners should use e-learning. The global learning team knew that maintaining fewer vendors would mean fewer internal resources to manage. Also, a larger contract could provide significant cost savings. More than 3,000 â€Å"high-need† and â€Å"high-potential† employees from all regions enrolled in the GlobalEnglish Corporate Learning Serviceâ„ ¢. The need for English training cut across all functions within the organization, and participants represented nearly all departments in the company, including RD, HR, communication, sales, marketing, IT, client support, quality, manufacturing, finance and accounting, logistics, purchasing, and legal. Flavio Scuccimarra, Project Director, Schneider Institute of Management stated; â€Å"Schneider measured the impact the program has had on strategic goals and money saved. What we discovered was that, with the GlobalEnglish program, we were able to train more people, our employees became more efficient and effective in communicating with each other and customers, and we have lowered our overall cost for training because we have better ways to learn and higher usage.† â€Å" Adapted from source: Global English (2005) Case study: Schneider Electric, GlobalEnglish, accessed 9 March 2007. globalenglish.com/corporate Figure 3 Taken from Schneider Electric’s website. Strategy â€Å"new ² in action† In January 2005, Schneider Electric introduced its new ² company program, which reaffirms their commitments to stakeholders and ambition to be: ? A great company to do business with ? A great place to work ? A great investment ? A great world partner. new ² focuses on three priorities for which have been identified to have significant potential for improvement: ? Speed growth and innovation, ? Enhance operating efficiency, ? Develop our people and promote employee involvement. Our top priority: customer satisfaction Understanding our customers needs To stay fully abreast of our customers requirements, 60 centers in 25 countries have been set up, specializing in applications such as elevators, packaging, textiles and data centres. The goal is to develop the most effective solutions with customers to meet their specific needs. Innovating for users To get a handle on users expectations, weve re-created their daily environment in the laboratory. Thanks to these innovation platforms, we are able to respond much faster with solutions based on observation that are often very simple, but always effective. Spreading the word To forge close contacts with customers and present the extremely diverse range of solutions offered by Schneider Electric and its partners, private professional trade shows called Initi@tive were launched in 2005. The shows feature main products and solutions, as well as those of partners, and an â€Å" la carte† schedule of conferences. In 2005, Initi@tive shows were held in Seville, So Paulo, Mexico City, Santiago, Istanbul and Bangkok. Promoting growth Targeted acquisitions and new businesses Schneider Electric have brought in a number of new activities that complement the core electricity and automation management business and provide new momentum. During the year 2005, five acquisitions were made in five strategic areas: ? Energy management, with Canadas Power Measurement Inc., a leader in comprehensive systems for managing energy consumption. ? Building automation and security, with ABS EMEA (Advanced Building Systems Europe and Middle East), which is now part of TAC, Schneider Electric’s skills centre for building management and monitoring systems. ? Industrial automation with Germanys Elau, the world leader in automation solutions for packaging machines. ? Customized sensors for application positioning and monitoring systems, with US-based BEI Technologies. ? Ultra terminal electrical distribution, with Juno Lighting, Americas leading manufacturer of track and recessed lighting. Over a full year, new activities represent revenue of around â‚ ¬5 billion. Promoting efficiency Rebalancing and globalizing Schneider Electric has initiated more than 700 projects to rebalance and optimize purchasing, as well as the manufacturing base and supply chain. Productivity enhancement measures were stepped up in all countries. A major project was launched to optimize and unify their IT systems at the global level so they could be even more efficient and effective. Cultivate commercial excellence Provide exceptional customer service All Schneider Electric team members, at all levels and in all functions are encouraged to become partners in enhancing customers growth and performance. Satisfaction surveys are conducted in all countries to measure the progress. Promoting our people new ²s three paths for promoting employee growth and commitment are enhancing workplace safety, developing talent and unleashing entrepreneurship. An aim has been set to reduce the number of days lost due to work accidents to 20%. To achieve these goals, three-year competency plans have been implemented in each unit, collecting 360 degree feedback for all managers, and enlarging Schneider Electric Universitys curriculum to new areas. A promise has been made to inform all employees quarterly about the progress plans put into place in response to employee satisfaction surveys. In addition, the company has promised to spotlight corporate social responsibility by reviewing social and environmental performance every three months. Source: Schneider Electrics, c, (2007) Groups; Strategy, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix VIII Figure 1 Three of Schneider Electric’s partner’s in ensuring its resources and Global Account Management is utilised optimally: ? PTC – product development system. Refer to figure 3 appendix VI for details. ? HP SAP Solutions and Services for manufacturing utilized for Schneider Electric’s Enterprise Resource Planning at its new Hong Kong logistics hub. ? SAS – supplier relationship management Sources: ? PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 08 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 ? HP (2005) Schneider Electric: A new regional logistics hub.A centralised data centre. A more adaptive IT platform., HP, accessed 13 March 2007. hp.com ? CRM Today (2004) Schneider Electric streamlines SRM with SAS, crm2day, accessed 12th March 2007. crm2day.com Figure 2 A reflection on Schneider electric’s Global Account Management success â€Å"Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership London, 10th July 2006†¦.The 2006 Frost Sullivan Award for Competitive Strategy Leadership is presented to French power and control giant, Schneider Electric. The company’s exceptional strategic thinking and creative vision have facilitated its rapid organic growth in the highly competitive European building automation and controls market (BACS). â€Å"With sales growth of 13 per cent and a 22 per cent increase in its operating income in 2005 as against single-digit overall market growth, Schneider Electric has demonstrated its ability to grow in mature markets based on its sound strategy and innovative thinking,† says Frost Sullivan Research Analyst Manoj Kumar S. â€Å"The company is currently positioned fourth in the overall European BACS marketplace and has emerged an important participant in many new markets across the world.† A strategy based on selective acquisitions has enabled Schneider Electric to strengthen its core electrical distribution and industrial automation-related businesses, while broadening its product line and sales presence in many targeted regions including the emerging markets of Asia Pacific and Eastern Europe. While the company generates nearly half of its sales in Europe, it has also been exploring new geographic opportunities and acquisition plans in contiguous industries as part of its strategy to achieve accelerated competitive growth. The acquisition of TAC and Andover Controls has allowed Schneider Electric to consolidate its position in the building automation and control systems market. Moreover, the recent addition of Advanced Building Systems (ABS), which constitute United Kingdom’s leading Satchwell brand and other popular brands such as Atmostech, Controlli and Messner, has enabled Schneider Electric to boost its like-for-like sales in the BACS market by 30 per cent in 2005. â€Å"Schneider Electric respects the culture of the acquired companies as well as their brand values,† comments Mr. Kumar. â€Å"It has around ten different brand names for its BACS solution, which is uncommon in the industry.† Globally, the acquisitions of PMI, Elau, ABS EMEA, Juno Lighting and BEI Technologies in 2005 and that of Andover Controls and Kavlico in 2004 have contributed to sales worth $538.7 million, besides helping the company gain expertise in new areas. Driven by its acquisitions in Europe, the market share of Schneider Electric increased by 10 per cent in 2005. â€Å"The structure of competitors in the European BACS market has been revolutionised by the Schneider group’s recent acquisitions,† notes Mr. Kumar. â€Å"By changing the competitive landscape, the company has dramatically increased the visibility of French companies in the previously neglected BACS market.† In order to offer its customers innovative solutions, Schneider Electric invests 5 per cent of its sales revenues in RD, which is a relatively high spend for an automation company. At the same time, it has also carried out innovative structural re-organisation aimed at facilitating new development strategies. Frost Sullivan’s Competitive Strategy Leadership Award is presented to the company whose unique competitive strategies have yielded significant gains in market share. Often, the recognised company has taken advantage of recent market changes to introduce unique methods of capturing and solidifying market presence or has executed an innovative strategy within the existing competitive landscape to gain the competitive edge. Frost Sullivan Best Practices Awards recognise companies in a variety of regional and global markets for demonstrating outstanding achievement and superior performance in areas such as leadership, technological innovation, customer service, and strategic product development. Industry analysts compare market participants and measure performance through in-depth interviews, analysis, and extensive secondary research in order to identify best practices in the industry. About Frost Sullivan Frost Sullivan, a global growth consulting company, has been partnering with clients to support the development of innovative strategies for more than 40 years. The companys industry expertise integrates growth consulting, growth partnership services and corporate management training to identify and develop opportunities. Frost Sullivan serves an extensive clientele that includes Global 1000 companies, emerging companies, and the investment community, by providing comprehensive industry coverage that reflects a unique global perspective and combines ongoing analysis of markets, technologies, econometrics, and demographics. For more information, visit www.frost.com. Source: Frost Sullivan (2006) Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership,Frost and Sullivan, accessed 8 March 2007 frost.com/prod/servlet/press-release-print.pag?docid=74616675 Figure 3 Schneider Electric – Aggressive French Giant, an article by Jim Pinto â€Å"With 85,000 employees, operations in 130 countries, and 13,000 distributor outlets, France-based Schneider Electric is high on the world list of major automation companies. 2004 revenue was about $14 billion, with growth of 18% (organic growth 8.5%) – significant growth in a flat world economy. For the first half-2005 (June 30, 2005) revenue increased by 6.4% and the 2005 outlook was revised upwards. All operating numbers showed significant growth over the comparable period of 2005. The strategy of selective acquisitions continues. Here is a list of major acquisitions dating back to 1984. Several other smaller acquisitions have not been listed. 1984 Magrini Galileo 1987 Federal Pacific 1988 Telemechanique 1991 Square D, Federal Pioneer 1993 Merlin Gerin (note: year of acquisition differs to case study) 1996 AEG Schneider Automation, Modicon 1999 Lexel, Veris Industries, MITA, Infra+ 2000 Crouzet, Bergher Lahr, Crompton Greaves, Conlog, Nu-Lec 2001 Prosyst, WA Brown, Inari, Think Do, PDL 2002 Digital Electronics 2003 Clipsal, TAC, MGE-UPS, Hyde Park 2004 Andover Controls, Kavlico, Elau, Abacus, Magnecraft, Dinel 2005 (First half 2005): Power Measurement Inc, ABS EMEA , Juno Lighting, BEI Technologies Strong growth objectives Schneider has an ambitious corporate mission to support a strategy of faster, more competitive growth, beyond its own geographic and cultural limits. To stay competitive, RD percentage is above 5%, relatively high for an automation company (most typically invest only 2%-3%). Schneider operates in three sales regions: Europe (52%), North America (24%) and International (rest-of-world, which includes Japan and China) generates 24%. Electrical Distribution 63%; Automation 26%; Growth platforms 11% Schneider Corporate Culture According to senior managers, here is what makes Schneiders business culture different: ? Diverse culture: Schneider is very open to any type of culture. This is probably due to the fact that the group was built on acquisitions over the past 20 years. One way or another, all companies in the group share a common beginning they were all acquired by Schneider. As a consequence, there is not such a thing as a predominant culture. It is very difficult to spot a real true Schneider original employee; there are not more than a few. The diverse cultures have probably been helpful in successful integration of very diverse companies such as Digital in Japan, and Clipsal in Asia. ? Local cultures: Because of the many acquisitions, Schneider is very respectful of the local cultures of the countries where they work. They have far fewer expats (French transplants) than any similar companies, and rely more on the growth of local people in the operations. Schneider prides itself on being very local. ? Brand names: Schneider recognizes the value of the business acquired. When it makes sense, they keep the brands in the company portfolio there are 70 different brand names, unusual for any company. ? Sales Channels: Schneider is more partner and distributor orientated than most of their competitors. ? Corporate focus: Schneider is focused on Automation and Electrical distribution, by choice. It does not diversify into businesses such as Medical, Telecom, or Financial services. ? Management team: Schneiders 11-member executive management team includes 4 non-French members. Of the industrial automation majors, perhaps only ABB is more internationalized at the top. The corporate management program is designed by top management (about 100 people in various companies). ? New product development: The RD budget is decided at the corporate level. New products come from RD centers located in France, US, UK, Singapore, China, Sweden, Japan etc. ? Incentive plans: There are good bonuses for the management (approximately 40% of staff level employees), and stock options for the top managers. Schneider is a focused, well-managed, growth-orientated, global corporation. Look for continued aggressive acquisitions of large and small companies that fit its focused strategy in target markets. American Subsidiary (Modicon) view of Schneider Many people are surprised at how so many acquisitions have not only survived, but thrived, as part of this giant French company. Well, here is the view from a well-known major US subsidiary – Modicon. Paul Hamilton [paul.hamilton@modicon.com] from North Andover, MA, USA provided this feedback: It’s important to get a sense of the people and the environment at Schneider, to understand how the company manages toward the future. Every 3 years the company organizes around a growth and productivity initiative that drives the behavior and objectives of all groups and divisions for the following 3 years. We are just starting the 4th such program that I am aware of. This one is a 4 year program as opposed to the previous 3 year programs. As this is the 4th generation of this type of program the company is becoming more efficient and more organized around developing and implementing goals and objectives. It is well organized and it strongly drives focused behavior and results. You can find this NEW2 program on the Schneider web site, finance section under new company program. Relative to the people and environment: Yes the 12 member executive team includes 4 non-French personnel as you mentioned. However, what is not so obvious is: 9 of these members are new to their positions in the last 1 to 2 years thus highly energized and motivated to achieve results. 8 have held senior expatriate positions in other countries prior to joining the staff. These assignments include China, USA, Africa, and other Asian and Europeans countries. This is a team with a real global view from personal experience as opposed to the typical fly-in-fly-out experience of many senior management teams. Moving a large company forward is about change. As you recognize, change is disruptive and creates some amount of discontent. I am sure, like every big company, we will have our share of people that are not happy as the company finds it way to the next level of results. However, there is a difference at Schneider. Management is engaged with the business and encourages people to express and act on their opinions if it brings real benefit to the company objectives. You can be an entrepreneur and you can make a difference if you choose. People are rewarded for this behavior. Management is clear and goal driven. Schneider’s NEW2 plan describes a simple set of objectives around people, growth, and efficiency that everyone in the company understands and has integrated into their own goals at a department or group level. These goals were not developed in a vacuum but developed with strong participation from the top 100 global managers. In 1Q05 NEW2 was cascaded to 600 top managers and subsequently to every employee in the company. The results, progress and issues are reviewed every month by the COO and cascaded down throughout the company. All this creates an environment of clear performance minded people focused on achieving results consistent with company goals. The company cares about people, the environment, and the community. Seldom have I seen a company that consistently encourages everyone to always try to make a difference in the places they live and in the world. Community programs are always in the highest level goals of the company. Schneider Electric employees expect this and respond to this though local programs or corporate programs such as our recent tsunami relief efforts. The company is always striving and driving to be at the forefront of Environmentally friendly behavior such as RoHS (reduction of hazardous substances) and Eco design programs. In summary: Schneider is a diverse company that thrives on and encourages local cultures to develop and grow in their own way in each country. Yet, at the same time, and without destroying this value, Schneider has been able to create an environment where everyone understands and is focused on the same goals for global growth and efficiency. This is the real value and culture of Schneider Electric. And that is why we will continue to succeed. Continued growth plans In the fast-changing business environment of a new century, Schneider continues to adapt, change and pursue innovation with its own corporate governance. The companies Board of Directors will be proposing the transformation of its own corporate mode of governance at the Shareholders Meeting on 3 May 2006, to ensure the smooth succession of its leadership and the pursuit of its development strategy. During the next years, look for Schneider to emerge as a clear leader in several key industrial automation target markets through strong organic growth, as well as a continued aggressive acquisition program. Its interesting to note that Schneider made a strong ($60 million) acquisition offer for Australia-based CITECT in Oct. 2005. The offer was pre-empted by Thoma-Cressey, a US based venture capitalist, which acquired CITECT in January 2006. Clearly Schneider is now in the market to acquire another similar systems/software company for strategic reasons. Schneider will continue to acquire key parts of ailing automation conglomerates, as well as strategic small and mid-sized companies that are poised for new growth. Right now, the aggressive French giant seems unstoppable. â€Å" Source: Pinto, J. (2006) Schneider Electric – Aggressive French Giant, an article by Jim Pinto, Automation, accessed 8 March 2007. automation.com/sitepages/pid2247.php Figure 4 Reinforcement of the success of Schneider’s GAM is reflected in the appointment of recently retired Senior VP/General Manager of SGBD Chicago, Bernard L. Quancard, as President and CEO of the Strategic Account Management Association, detailed in the following article. â€Å"The Strategic Account Management Association (SAMA) today announced that its board of directors has named Bernard L. Quancard to serve as the associations President and Chief Executive Officer. He comes to SAMA with significant Consulting, Senior Executive and Global Strategic Account Management experience. Bernard started his career in 1969 with The Boston Consulting Group in the Boston and Paris offices. He joined Telemecanique (Schneider Electric Group) in 1975 as Vice President, Corporate Strategy and became VP/General Manager of the Switch Gear division in 1978 and of the Uninterruptible Power Supply (UPS) division in 1988. In 1994, he joined the management board of AEG Schneider Automation (Schneider Electric Group) as Executive VP, Worldwide Sales and Marketing. Bernard moved to Chicago in 1997 for Square D/Schneider Electric as Senior VP/General Manager of Schneider Global Business Development (SGBD), the entity managing global strategic accounts (GSAs) for Schneider Electric worldwide. That year, SGBD was managing 24 GSAs, driving $180 million of consolidated sales. By 2001, the entity was managing 74 GSAs with over a billion dollars of consolidated sales. The compounded growth of Schneider Electric sales at GSAs was twice the average growth rate of the total company. Strategic Account Management at Schneider Electric was recognized by the organization and its competitors as a major competitive advantage. Bernards wealth of knowledge, experience and engaging style will be a true asset to SAMA and under his leadership we look forward to a bright future, states Rosemary Heneghan, Chairperson of the Board. Retired from Schneider Electric since March 2005, Bernard is president of the French American Chamber of Commerce in Chicago, a permanent Chicago resident and also a native of France. Bernard holds a BS degree in electrical engineering from the University of Paris and an MBA from the University of Chicago. About the Strategic Account Management Association (SAMA) Founded in 1964, SAMA is a non-profit organization devoted to developing and promoting the practice of customer-supplier collaboration. SAMA is dedicated to the professional development of the individuals involved in the process of managing national, global and strategic customer relationships, enabling firms to create greater customer value and to achieve competitive advantage accordingly. Based in Chicago, the association has earned a reputation for being the strategic account management professions knowledge leader, providing members with the high-quality resources, training and networking opportunities needed to succeed. Source: PR Newswire (2006) Strategic Account Management Association Announces Its New CEO, prnewswire, accessed 10 March 2007. prnewswire.com/cgi-bin/stories.pl?ACCT=104STORY=/www/story/10-18-2006/0004454084EDATE .. 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