Chapter 21 notes- the kite runner Essay

Amir visits his old house in Kabul and the hill north of Baba’s house- The city is now completely unfamiliar to Amir, and he looks at it almost as a tourist Amir looks outside his bedroom window and remembers looking out of it when watching Hassan and Amir leave. â€Å"Twenty-five years earlier, I had stood behind that same window, thick rain dripping down the panes and my breath fogging up the glass. I had watched Hassan and Ali load their belongings into the trunk of my father’s car† -Amir Characters involved: Amir Farid Hassan- Amir discusses their good memories in the yard of Baba’s house and up at the pomegranate tree on the hill. â€Å"Amir and Hassan. The Sultans of Kabul†- still carved into the pomegranate tree. A man and woman were executed on the soccer oval in front of all the spectators Characters involved: Taliban (Islamic radicals) Amir Farid Woman and man both killed by rocks â€Å"And they call themselves Muslims† -Farid â€Å"Mord? Mord? Is he dead? † -Amir â€Å"Every sinner must be punished in a manner befitting his sin! †- Cleric at the stadium. This part of the text gives evidence that the Taliban are brutal, have no sympathy and are murderers. The Taliban say they are obeying God. Meeting arranged to meet with the Taliban that afternoon. Characters involved: Farid- asks for Amir Taliban official Symbols Pomegranate tree â€Å"Then I went looking for the abandoned cemetery. It didn’t take me long to find it. It was still there, and so was the old pomegranate tree. †- Amir â€Å"I stood under it, remembered all the times we’d climbed it, straddled it’s branches, our legs swinging, dappled sunlight flickering through the leaves and casting on our faces a mosaic of light and shadow. The tangy taste of pomegranate crept into my mouth. † -Amir The ruined, dead tree serves as a symbol that the city Kabul that Amir knew was now dead. Environment- Kabul- *Desolate. *Ruined *Dusty *Abandoned *Sun-dried Amir’s house *Surrounded by weeds *Rusty â€Å"The Wall of Ailing Corn was still there, though I saw no corn, ailing or other-wise, along that wall now. †-Amir Paint peeled off â€Å"The house was far from the sprawling white mansion I remembered from my childhood. It looked smaller. † -Amir â€Å"Like so much else in Kabul, my father’s house was the picture of fallen splendour. † -Amir â€Å"I wanted to step into the foyer, smell the orange peel Ali always tossed into the stove to burn the sawdust. Sit at the kitchen table, have tea with a slice of naan, listen to Hassan sing old Hazara songs. † -Amir.

Walmart Foreign Expansion Case Study

Wal-Mart’s Foreign Expansion Wal-Mart is the world’s largest retailer with tons of advantage above all the rest. It is very possible that this big time retailer can translate its merchandising strategy wholesale to another country and be highly successful at it (L. Hill, 2011, p. 167). The key to this method is being able to understand the culture and environment that it would need to transition it methods to. Take for instance what was read in the case about China. China originally turned its nose up at the Americanized way that Wal-Mart presented itself when first opened in 2006.The Chinese culture didn’t agree with meat being sold in Styrofoam or selling of dead fish. It’s their cultural preference to purchase food very freshly. So, Wal-Mart adapted to the surrounding culture. Wal-Mart was successful in Mexico because they hired local managers that were well versed in the Mexican culture and allowing them to control the merchandising strategy as they se e fit. Adaption is the key to survival is different environments and economies. With Mexico being a place of few vehicles for transportation, building smaller, closer stores was another huge benefit of it being successful in Mexican culture.When the huge retailer made steps to expand to South Korea and Germany with very little success, there was a realization made in regards to diversity and what Wal-Mart offered. Britain, Germany, and South Korea cultures have a preference of high end and higher-quality merchandise than what was offered by Wal-Mart. The low price strategy is practically unwarranted in a place to where paying more is accepted. The key difference between these countries and Mexico is that Mexico accepts the low price strategy.Wal-Mart is succeeding in China and to continue to do so they need maintain adapting to the Chinese culture way. They are definitely on track with being successful in China. Wal-Mart is considered to be a force within the marketplace (Orgel, 201 1). With the business continuing to adapt and expand throughout different nations, it’s very possible that in the future Wal-Mart will cause changes within the culture of different nations. It shouldn’t be the company’s goal to ultimately change the culture of the nation it expands to.However, it should focus on broadening the horizon and combine the low price strategy with the nation’s culture to be an innovation on the marketplace. References L. Hill, C. W. (2011). Wal-Mart's Foreign Expansion. In International Business: Competing in the Global Marketplace. (9th ed. ). (pp. 167-168). New York, NY/USA: McGraw-Hill/Irwin. Orgel, D. (2011, September 05). What's driving wal-mart's global expansion?. Viewpoints. Retrieved from http://supermarketnews. com/blog/whats-driving-wal-marts-global-expansion

Managing Conflicts Within Groups

| Organisational Behavior Individual Course Paper | Lim Jin Sheng Jason| | Section: ES1| | Introduction In order to meet the requirements of the individual assignment, this paper uses a specific project management experience to highlight some of the main organisational behaviour (OB) concepts in a real-world professional setting. The two main OB concepts chosen are: a) Managing Conflicts within Groups b) Multi-Party, Multi-issue Decision Making Framework In doing so, it is hoped that this paper will highlight the importance of utilizing these OB concepts in other similar situations encountered in the future. Professional Work Experience My professional experience involves managing acquisition and R&D projects for the armed forces, under the Defense Science and Technology Agency (DSTA). DSTA is the national authority for centralized defense procurement and related R&D under the Ministry of Defense (MINDEF) in Singapore. My specific roles include managing projects related to naval systems and scouring the local/overseas defence industry for emerging naval technologies. For example, if the plans department in the Singapore Navy requires a certain naval craft to meet their operational requirements in the near term, my department will spearhead this initiative by helping to source the market for such a product, purchase it and deliver it to the users. The whole process basically involves the following: ) Get approval for the operational requirements and budget to fund the acquisition project. b) Source the market for companies who are able to provide such products or services, evaluate their bids and negotiate for the eventual contract. c) Perform acceptance testing for the product/service before delivering the product/service to the end users. Managing Conflicts within Groups Before the initiation of a project, the envisioned operational requirements for the weapon system/service and budget required to fund it needs to be approved by the required level of authority. Usually, a panel of experts will convene in a forum to discuss and debate the issue and will send their recommendations to the final approval authority (which can be the Minister for Defence or service chiefs, depending on the importance and value of the acquisition). In one of my projects, the requirement was to acquire several unmanned crafts to replace a fleet of existing patrol vessels to save maintenance and personnel costs. Hence, the operational requirements was done up by the plans department in the Navy and the budget was done up by my team in DSTA. The justifications for both were well thought out and presented clearly in a paper which was submitted to the relevant forum for discussion and approval. The forum in this case was comprised of the unit commanders of all the relevant braches in the Navy (Operational, intelligence, logistics, security and training departments, etc). However, as a newly appointed project manager, I was unaware of the â€Å"under-currents† that was brewing prior to the forum presentation. Even though the justifications were sound on paper, there were several factions within the Navy community that were inherently against the idea. This opposition only surfaced during the day of the forum presentation and took my team by surprise. Subsequently, we had to re-work the whole approach in getting the approval from the forum. Basically, the issue was that the replacement of an entire fleet of patrol vessels by a newer technology will mean that an entire squadron will need to be down-sized and re-trained. Although the maintenance costs were lower in aggregate, this also meant the workload of certain logistics departments will more than double. Also, there was a history of bad blood between the commanding officer of the plans and squadron departments. So in reality, this means that certain members of the forum will not be happy with the proposal regardless of how sound it is and old grudges will likely flare up during the forum presentations. On hindsight, being aware of possible conflicts within a group will help to prevent this type of scenario from happening in the first place. By understanding the different types of group conflicts (task, relationship and process) and engaging all stakeholders before the forum approval will help in reducing the effort spent and maintain good relations with all stakeholders. Multi-Party, Multi-issue Decision Making Framework Once the approval for the operational requirements and budget for this project is obtained, my team selected a suitable overseas defense contractor to build and deliver the product according to our specifications. The arduous task of negotiating for the best possible terms for the least price for this contract begins. Due to the complexity of the equipment acquisition involved, the discussions will require many subject matter experts from their relevant domains to discuss the technical issues with their counterparts. I had an experienced procurement manager who advised the team to first agree on all the complex issues internally first before starting negotiations with the supplier. In practice, this meant that my team had to prioritise which issues are important and non-negotiable and which issues are good to have but not essential in the success of the project. Without this understanding, every single representative from my team will try to press for the best terms within their domains because everyone thinks their own issues are important. Furthermore, the supplier will never agree to every single issue as they will lose money on this contract. My team decided to group and consider all the issues simultaneously and agree on the relative importance of each issue before starting contract negotiations. My job as a project manager is to take a step back to keep track of the issues discussed and place focus on the â€Å"Tier-one† issues rather than haggling for every possible terms. This multi-issue, multi-party framework helped my team to cut down on a lot of unnecessary time and effort for future contract negotiations. Conclusion Organisational behaviour is an important and evolving topic which is important for success in managing inter-personal relationships in the workplace. As discussed using some of my personal work experiences, a good understanding and relevant application of OB concepts will help the professional to navigate through the complexities of managing stakeholders in an increasing dynamic environment.

Swisher Mower and Machine Company (Smc)

RECOMMENDATION: Swisher Mower and Machine Company should reject the offer to produce the Private-Label brand. RATIONALE: †¢Standard Riding Mower contribution per unit would drop from $97 to $33. 98, which is $63. 02 per mower. (Appendix 4) †¢Contribution Margin would drop from 14. 92% to 5. 5%, which is 9. 42%. (Appendix 4) †¢Swisher Mower would only profit $62,819 from producing the 8,200 units in the Private-Label in the first full year of production. (Appendix 5) oProfit per mower is only $7. 66 per unit. Cannibalization of SMC current mower is ($29,000) loss from the private-label brand. Plus, the loss of additional smaller independent dealer in the future since there will be an overlap in trade areas. (Appendix 3) †¢SMC will incur additional labor cost on 2,450 units because the factory is already at full capacity. oThis results in additional $63,700 overtime labor cost, which is $7. 77 per unit. (Appendix 1) †¢With the increase in labor, materials, over head, and property tax, the additional variable cost is $30. 52 per unit. Appendix 1) oThis brings the total variable cost to $583. 52. (Appendix 4) †¢SMC will only be making $7. 66 per mower, and the company wants them to pay $22 per hour for any maintenance on a mower under warranty. Therefore SMC would have to sell 3 additional mowers to cover each hour work done to a mower under warranty. †¢The accounts receivable and inventory carrying cost for the private-label brand is $175,789. 97, $59,386. 73 and $116,412. 24 respectively. (Appendix 2) †¢The image of company would be altered since SMC would double their sales with one private-label product. Since the company has a reputation of being small and personal introducing the private-label could be detrimental to their current business. †¢Remain status quo and on average increase profit by 10% and continue to widen the breathe of the product lines, Trim-Max. APPENDICES APPENDIX 1 Incremental Cost for Private Label Direct Labor Cost $650 x 4% = $26 Additional Labor for 2,450 units = 2,450 x $26 = $63,700 / 8,200 units = $7. 77 per Unit Direct Materials Cost $650 x 1% = $6. 50 Additional Overhead $650 x 1% = $6. 50 Additional Property Tax $650 x 1. % = $9. 75 Total Additional Var. Cost = $7. 77 + $6. 50 + $6. 50 + $9. 75 = $30. 52 APPENDIX 2 Carrying Cost for Private Label Accounts Receivable A/R Turnover Rate = 365 / 45 = 8. 1 8,200 units x $617. 50 = $5,063,500 / 8. 1 = 625,123. 46 x 9. 5% = $59,386. 73 Inventory Inv. Turnover Rate = 5. 8 Average Inv. = 2,100 units Unit Cost = $583. 52 2,100 units x $583. 52 = $1,225,392 x 9. 5% = $116,412. 24 Total Carrying Cost = A/R + I nv. = $175,798. 97 APPENDIX 3 Cannibalization SMC mower = $650 – $553 = $97 Contribution Per Unit Units Lost = 300 $97 x 300 = ($29,100)

Introduction to HRM in Canada Essay Example | Topics and Well Written Essays - 3000 words

Introduction to HRM in Canada - Essay Example Human resource management is a science that involves the all-inclusive approach that is relevant to the setting up of an adequate and advantageous workplace culture and environment. This paper seeks to analyze the human resource management practice in Canada in a comprehensive context. It particularly places intense focus on Canada’s public service sector as a case study. Human resource Management The general practice of human resource management is usually defined in two broad approaches. From one approach, it can refer to the procedure of supervising individuals in an elaborate and prearranged method (Ronald, 2007:69). These courses of actions include staffing procedures, the effective keeping of employees, the determining of various remuneration processes, and the handling of exits and new entries regarding workers in a venture (Ronald, 2007:89). Another approach to the human resource practice defines it as the act of linking employees to the top management in a company (Ro bert, 2011:83). This approach puts intense focus to the traditional purposes and expected results of the human resource sector in any company. This approach gives the department the responsibility of monitoring all issues that are relevant with the workers in a venture. ... t enjoys a strategic position that greatly influences the resultant perception and behavior of its target market, customers, and the overall business turnover. The business’ human resource arm exerts much focus on the successful selecting, training, and adequately rewarding of top-tier talent. It also supports transparent dialogue, group work, and cooperation. In addition, the department takes steps to discourage bad performances, or any actions from the employees that can potentially derail the company’s long-term objectives in the process of realizing short-term benefits (Ronald, 2007:157). Human resource management methods in Canada’s public service sector The successful administration of human resource departments in all companies and sectors is crucial to the effectiveness of the Public Service of Canada. In addition, it is also vital for the overall qualities of services given by the Canadian administration. The office that houses the Chief Human Resources Officer (O.C.H.R.O.) is the headquarters of proficiency for human resources administration in Canada’s public service. It is accountable for formulating the wide range of strategy directions and ethics that effectively guide all administrations in all institutions on how to enact their principal responsibility that is the efficient monitoring of workers in their ventures or organizations. The office carries out its principal mandate through three main avenues (Hessing, 2005:79). 1. Monitoring and coverage on People supervision This happens through the use of the Management Accountability structure and the Public Service Employee survey. The Management Accountability structure The office monitors and reports on employee management through its Management Accountability structure (M.A.F.), and its public

Polymer composite materials in automotive industry Coursework

Polymer composite materials in automotive industry - Coursework Example One of the advantages of carbon fibre composite materials that makes them dominant for use in the automotive industry is because they are light weight. The carbon fibre composite materials have an unsurpassed strength-to-weight ratio and low weight that is essential for the automotive industry. For instance, the manufactures of race cars use carbon fibre composite materials hence they have developed ways of giving this carbon fibre pieces strength in a particular direction i.e. ensuring it is strong in direction bearing the load while weak in directions where little or no load is concentrated in the car. The current trend of materials in car industry of replacing metal parts more and more by polymer composites is aimed at improving the fuel economy the weight of the vehicles. (David, 2007) There has been increased use of carbon fibre composite materials in the automotive industry because of their cost. The cost of a new material is always compared to that presently employed in a prod uct, hence making it one of the most important variables that determines whether any new material has an opportunity to be selected for a vehicle component. When we talk of the cost of composite materials, it refers to actual cost of raw materials, manufacturing value added, and the cost to design and test the product. In terms of cost, the carbon fibre composite materials are relatively cheaper as compared to other materials such as cast irons, steel, cast aluminum and magnesium hence their continued use in the automotive industry.

Cost of Turnover Research Paper Example | Topics and Well Written Essays - 250 words

Cost of Turnover - Research Paper Example e increased level of employee turnover within an organization can result in incurring costs related to recruitment and selection of new employees along with inviting training costs associated with the new hired staff. At the same time, the article further revealed that increased employee turnover has significant and much adverse impact on the overall productivity as well as competiveness of an organization (Ebodey, n.d.). In this regard, it can be affirmed that the role of staffing is considered to be extremely vital for any organization in order to attain greater competiveness within an industry and reduce the turnover rate. The recruitment, selection along with hiring of skilled and competent candidates with an organization can largely ensure the success and enhanced performance of the organization which in turn can enable it to attain greater sustainability (Ployhart, 2011). Performance management is another important aspect that drives worker behaviors to align with the goals and the objectives of an organization. Efficient performance management facilitates an organization to develop and foster its employees (Resurreccion, 2012). It has been observed that monetary and non-monetary incentives along with compensation can largely facilitate an organization to foster and retain skilled employees. If adequate and on-time compensation is offered to employees then it can motivate them to render sustain ed dedicated efforts towards the accomplishment of organizational goals and objectives. This in turn can enable to reduce the rate of employee turnover by a considerable extent (Agba &Ushie, 2010). Agba, A. M. O., & Ushie, E. M. (2010). Motivational incentives and staff turnover in the hospitality industry in cross river state, Nigeria. Global Journal of Management and Business Research 10 (8), pp. 18-28. Resurreccion, P. F. (2012). Performance management and compensation as drivers of organization competitiveness: the Philippine perspective. International Journal of