School Uniform, Persuasevi Speech - 1607 Words

Communication studies 105 11/ 30/ 2007 Persuasive speech School uniform Introduction (Significance and background) Everybody in this class room has had or will have children. Anyway it will happen that your kids will become the most important point of your life. You will do everything to keep them happy. When they are small only you can influence on their behavior. Parents always want to see their kids healthy, well-bread and happy. After some time, when your heirs grow up enough, they will go to school. As soon as this happens you lose part of your influence on their upbringing. The school grabs this part from you. Students usually spend 1/3 of their day time there. This new society will build up their way of thinking and way of†¦show more content†¦Also it helps develop a sense of pride in the school and inspires students to study. B. School uniforms develop a sense of pride in school and inspire students to study. Pupils wear the same style of clothes and it helps to reduce the difference among students and focus their attention on studying materials. 1. Uniforms usually reduce the competition among students to wear certain (and nearly always expensive) brands of clothing. a. Over 75% of schools in uniform noted a reduction in peer pressure among their students after adopting a uniform policy. b. Students can focus on subjects instead of talking of each others’ cloth. c. So, it gets their attention during classes. d. Almost 80% of schools with uniforms say classroom discipline has improved Uniforms promote good behavior and provide an improved environment for learning 2. A lot of private schools have policies about school uniforms. Heads of these institutions encourage students to be proud of their school. I think that public schools should try to get their students to be proud of them the same way. a. I think that this is a good point to be proud of your school, because, if school is good, it is always pleasure to show your participation in school processes. b. On the other hand it encourages students to reach new achievements, and to help you school to become one of the best in local areas if it is not. (Transition) As I said before, school uniform develops a sense of pride in the

Starbucks Management - 923 Words

Starbucks Management Management clearly plays one of the biggest roles in how successful a company can and will\be. Starbucks profoundly shows exquisite and powerful connections with their employees and coffee suppliers. Their management skills shadow Mitz Berg’s liaison roles and Katz’s human and conceptual theories by taking it into their own hands to connect and support each supplier. Not only does Starbucks show these great managerial aspects, they portray the beauty of an open system and use of the modern behaviors in their roles. Starbucks is a great example of a beautifully functioning business, integrated with the interpersonal skills needed to thrive. Management is defined as the process of dealing with or controlling†¦show more content†¦They demonstrate great qualities that every individual would want to work under and for. Midfirst bank, which is where I personally work, does not show these roles and skills as greatly as Starbucks does, but they do demonstrate them on a smaller scale. The company looks out for the best in their company and does apply small incentives towards good work and leadership. The one main theory that Midfirst Bank shows is the classical theory. They look for the best possible way for workers to perform tasks by creating goal plans, and use classical scientific theory to increase productivity by implementing a mandatory referral goal for each teller. Starbucks most definitely shows better theory behavior then Midfirst Bank in the time and quality they invest in their employees and suppliers. Without great management, most business fails or fail to be successful. When assessing how great a managerial team can be for their company, it is important to look at how they demonstrate theories such as Mitz Berg’s liaison roles and Katz’s human and conceptual theories. Starbucks profoundly shows these great structures by providing a great relationship with their employees and suppliers. Starbucks also displays the ability to achieve an open system and use of the modern behaviors in their roles. It is hard to find companies that are this dedicated to their team and Starbucks is definitely one of them. Starbucks is an immaculate example of a beautifullyShow MoreRelatedStarbucks Inventory Management : Starbucks1195 Words   |  5 PagesStarbucks Inventory Management: In the inventories section, they are directed at the lower of cost (primarily moving average cost) or market. Starbucks records inventory reserves for obsolete and slow-moving inventory and for estimated shrinkage between physical inventory counts. According to trends, inventory reserves are based on inventory obsolescence, historical experience and application of the specific identification method. As of September 27, 2015 and September 28, 2014, inventory reservesRead MoreStarbucks Operations Management1076 Words   |  5 PagesOperations Management Company STARBUCKS These days Starbucks owns more than 18,000 stores in 62 countries and is the premier roaster and retailer of exclusive coffee in the world. Back in 1971, when the first Starbucks opened, the company already had two intentions to give to people every single day till now: share specialty coffee with friends and help to make the world a little better. In 1981, Howard Schultz, the chairman, president and chief executive officer of Starbucks, walked intoRead MoreStarbucks Performance Management5640 Words   |  23 Pages|Spiritual performance from an organizational perspective: the Starbucks way | |Joan F. 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Starbucks Coffee Company has realized a success which is admired by companiesRead MoreStrategic Management Starbucks5859 Words   |  24 PagesFinal case Starbucks Table of Contents Background Information†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..1 Discussion of Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 5 Forces Model†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.............3 Driving Forces†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5 Key Success Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...7 Analysis of Financials†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreStrategic Management at Starbucks14676 Words   |  59 PagesStrategic Management Project [pic] -2012- TABLE OF CONTENTS CHAPTER 1 3 Introduction 3 CHAPTER 2 4 General Description of the Company 4 2.1. Strategic Group of the Company and the Dynamics of the Industry Structure 5 2.2. Starbucks in Romania - Market Environment 6 CHAPTER 3 8 Organizational Purpose 8 3.1. Mission and Vision 8 3.2. Values and Objectives 9 CHAPTER 4 9 Diagnosing the Strategic CapabilitiesRead MoreStarbucks s Organizational Culture, Leadership, And Management Traits1260 Words   |  6 Pages Assignment 1: Starbucks’ Strategy Kitwana Abercrumbie Dr. David Wells MGT 500 Modern Management April 15, 2017 Starbucks is the world’s leading place to grab a cup of coffee, and the number one company worldwide in the food service industry. Although it is an American company, it is also the premier roaster and retailer of specialty coffee in the world. Thanks in part to strong global sales, Starbucks was recently named by Fortune as one of the World s Most Admired Companies . 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How Business Strategy and Hr Strategy Are or Should Be Linked Together Free Essays

string(25) " one candidate for hire\." Institute of Tourism and Hotel Management Anna Morozova Essay How business strategy and HR strategy are or should be linked together? Moscow, 2011 Departments are the entities organizations form to organize people, reporting relationships, and work in a way that best supports the accomplishment of the organization’s goals. Departments are usually organized by functions such as human resources, marketing, administration, and sales. The forward thinking human resource department is devoted to providing effective policies, procedures, and people-friendly  guidelines and support  within companies. We will write a custom essay sample on How Business Strategy and Hr Strategy Are or Should Be Linked Together or any similar topic only for you Order Now Additionally, the human resource function serves to make sure that the company mission,  vision,  values  or  guiding principles, the company metrics, and the factors that keep the company guided toward success are optimized. Of executives surveyed, 20% currently use the HR department as active and innovative business solution partners. 20% believe that the HR department should remain as administrative overhead and only perform transactional work. But, 60% of the  executives are starting to expect the HR department to partner with others departments to improve the company’s core competencies and competitive advantages. Competitive pressure in a fast changing business world – pressures for sales, talent, and profits. Most CEO’s are held accountable for three general but powerful results: Increasing revenue, generating cash, and reducing costs. In order to focus on these three accountabilities, executives are discarding paradigms that no longer work as companies seek to stay in and grow their business. Many CEOs and CFOs are more interested in the payoff and are asking appropriate questions: What’s in it for the company? Where is the improvement in the revenue stream? How does this get us new customers and retain our current customers. Where is the proof of corporate performance enhancement metrics? Once they get solid answers to these questions from competent HR leaders, the CEOs are quick to change their thinking. To answer the payoff questions, recognize that a continual company-wide value chain analysis is critical to the success of any organization. Over the past decade, CEOs began demanding that their Human Resources departments deliver flawless functional work and become a knowledgeable partner with all other disciplines to advance the business plan of the company. Individual professional silos are breaking down. Disciplines such as finance, sales, marketing, operations, and HR no longer exist as stand-alone entities. They are inter-dependent with one another. Weakness of any one of the links inhibits other links from maximizing their efficiency and productivity. These three emerging concepts in the practice of HR bear examination: * What value does the HR department brings to the organization. Many HR teams lack a vision that includes their value to the organization. Do the HR department’s activities directly help the company achieve its broad business objectives? Are the HR team’s arguments for or against a business strategy credible to the other department heads at the decision making table? How are the HR department strategies that benefit the employees, the shareholders, the customers, and all other stakeholders in the organization, selected and implemented? * What value does the HR department generate for the customer – the end user of the company’s product or service? Sales and quality are no longer restricted to the sales and quality assurance teams. The HR department doesn’t just hire a salesperson based upon a manager’s request. The end result of HR’s recruiting and hiring efforts is that the customer who interacts with the new sales person receives continuing world class service from the company. HR shares the quality of the new hire with the other departmental silos to insure that the company is, or becomes, the vendor of choice for that customer. * The final of the three emerging concepts for the Human Resources Department is: What core business competencies must HR leaders possess in order to be credible strategic partners with the rest of the executive team? Each company and each industry can generate its own list of core business skills their teams must have that go beyond their individual specialties. This issue has become so critical that in graduate and undergraduate level business programs, new editions of Organizational Development textbooks are including chapters on financial calculations and ratios, corporate social responsibility, globalization, and major workforce diversity challenges, among others. The biggest barrier to profitability is ignorance – ignorance by many people about how the company makes money and how it achieves its objectives, and how all of the departmental silos are interdependent on each other. The myth that only finance people need to know about finance or that marketing people are the only people who need to know about marketing is fast disappearing. In today’s business environment, profitable organizations require highly skilled employees who can solve complex problems using multi-disciplinary teams. Here are three examples how can HR be linked to profitability metrics: * A well known global company formed a group of HR professionals who developed processes and training programs in sales, customer service, workouts, project management, process improvement and leadership development that focused on critical performance issues for their internal and external customers. By partnering with operations, sales, and customer service they served as a catalyst to forge alliances, partnerships and agreements. Many of their efforts resulted in improved relationships that translated into â€Å"Preferred Provider Status†, which increased sales and lowered costs. All of their costs were liquidated by charging a fee for the service while creating net revenue. After two years, this HR group generated sales of $4 million and a profit margin in excess of 30% which was returned to the division budget at the end of each fiscal year. * Secondly, an HR team, partnering with the Audit staff, discovered that the accounts receivable turnover had moved from a preferred 30 days to 45 days during the past two years. They decided to let the chief credit officer go. The HR staff established criteria to identify candidates with the ability to reduce the ratio from 45 days back to 30 days. The HR staff recommended one candidate for hire. You read "How Business Strategy and Hr Strategy Are or Should Be Linked Together" in category "Papers" Within six months, the company’s DSO (Days Sales Outstanding) ratio was reduced to 35 days. * In a third case, while designing and negotiating a new health care and 401(k) plan, the HR leadership partnered with the sales and marketing team to determine if the cost of the program would erode the company’s market share and competitive pricing strategy. The resulting benefit program design achieved its cost/benefit objectives without jeopardizing the company’s market share and pricing metrics. How do HR leaders and CEOs make the Human Resources Department to a Profitability Factor? Here are suggestions based on that the more employees become knowledgeably involved in the business, the better they will be able to become a more productive asset. * Develop a leadership development program that includes hands on training in all of the functional disciplines. For example, in the production department, identify the barriers that prevent managers from achieving efficiencies and savings; * Insist that Human Resources staff receive financial training so they understand the impact of cash flow, receivables, billing cycles, and so forth. If it is a public company, teach them how to read and understand company’s annual report. Reading the proxy statement is always informative – even if the information contained in it is reluctantly revealed, and occasionally masked with arcane accounting jargon; * Have HR staff participate in sales strategies, customer visits, and technology reviews. Encourage them to learn quality methods, process improvements techniques, terms and conditions, and contract negotiations with suppliers and customers. Engage them as process consultants (have them trained if necessary) so they can assist with growth initiatives; * Most importantly, hold all employees accountable for achieving the â€Å"critical numbers† established for your company. A superb HR department becomes irrelevant if the company is sliding into bankruptcy. The HR department’s powerful value focuses on its contributions toward reversing the slide. It is important to Include HR employees as full business partners. They will rise to the occasion and surprise you by building your bottom line and becoming a profit center contributor as well as maintaining their traditional responsibilities – and they will be better at both. The intense and brutally competitive business environment of our global and digital world needs the help of everyone in the company. Russian small enterprises do not practice the establishment of HR Departments in view of unprofitability of such a business organization. As the result, the majority of small enterprises do not develop any HR strategy. Thus I would like to present the unique HR strategy of Apple Inc. and how it is linked to company’s business strategy. Most firms strive to have a productive workforce. One of the best ways to measure workforce productivity is revenue per employee. Apple produces what can only be considered extraordinary revenue per employee; $2 million. A second measure of workforce productivity is profit per employee: nearly $478,000 for Apple (unbelievable considering it has a retail workforce). During 25 years Apple has been following the philosophy called â€Å"lean – management† which explains the prime drivers for Apple’s extraordinary employee productivity. For years, the leadership of Apple has followed the philosophy that having less is more, meaning that by purposely understaffing and operating with reduced funding, you can make the team more productive and innovative. Innovation at most firms is expensive because you must pay for a lot of trial and error. The lean approach, however, can improve innovation because with everything being tried, there simply isn’t enough time or money for major misses and re-do’s. â€Å"Unrealistic deadlines† at Apple mean that you have to get project problems solved early on, because there isn’t time to redo things over and over. Being lean forces the team to be more cohesive. Even providing a lean schedule forces everyone to be productive because they know there is no room for slippage. At Apple, the lean approach means that even with its huge cash resources, every employee must adopt the mentality of leanness. If you understand the lean concept and its advantages, you shouldn’t be surprised that numerous innovations have been developed in â€Å"garages,† the ultimate lean environment. I have chosen an article â€Å"Human resource practices to attract and retain talents† by Hiltrop, 1999, because, in my opinion, it is very actual theme as businesses look for global growth, chronic skills gaps combined with a mismatch between demand and supply of talent means that getting (and keeping) the right people in the right places at the right time has never been more challenging. HR leaders need to mobilize talent to help businesses grow. This article explores one of the biggest issues and challenges now faced by large organizations: how to attract and retain a critical group of talented people. Getting talent management right means you can worry less about your talent problems and more about your business opportunities. It is very important to use a fact based approach to help identify the specific elements of talent management which drive the most value in your business and industry. It is needed to create a Talent Management Framework and Diagnostic to develop and implement strategies that deliver the right improvements – those that give you the best return on investment. So I can conclude that to win the war for talent, companies should figure out who they are aiming for, and then make sure the recruitment process and practices are tailored to the specific needs and expectations of the target group. I have chosen an article â€Å"Science and practice of HRM in small firms† by Mayson and Barret, 2006 because human capital (i. e. the knowledge, skills, and abilities of employees) is one of the primary factors a business can rely on to differentiate their products or services and build a competitive advantage; however, few studies directly guide managers of small and growing firms through the people management issues that they will face through the lifecycle of their business. The recognition that human resource issues are important to small and grow ing firms is not new. For instance, in 1987 (Hess) was presented data that suggested that small business owners rank human resource related issues as the second most important management activity after general management. Further, was suggested that the majority of CEO’s believe that human resource practices have a substantial impact on firm performance. Additionally, in 2008 were presented the results suggesting that sound hiring practices and training programs are considered important by small business owners who have 10 or more employees. A small firms’ ability to attract, motivate and retain employees by offering competitive salaries and appropriate rewards is linked to firm performance and growth. Whilst the evidence does show that there is some form of HRM in small firms, it also confirms that the practice is characterized by informality. I personally think, that this is a problem, because informal HRM practices do not necessarily recognize the value of employees. Despite the recognition of the importance of HRM to small, growing and entrepreneurial firms, there is very little research in the area, there is even less research that explores the strategic nature of HRM in small firms. It is important to note, that properly developing strategic selection, training, and compensation programs takes time and financial resources. However, these short-term costs are almost always balanced by long term gain because the quality and caliber of employees (or human capital) within the firm improves. The improved caliber of employees and enhanced effort almost always has a positive financial impact for the organization. How to cite How Business Strategy and Hr Strategy Are or Should Be Linked Together, Papers

Early Life Experiences and Potential †Free Sample Solution

Question: Explain each of the four components (P-P-C-T) and how they interact to strengthen resilience across the age span of 0 24 years. Identify and include in your discussion one journal article for each component of the bioecological model (P-P-C-T) that demonstrates evidence of how it influences child and youth outcomes. Illustrate your discussion with examples of strengths during childhood that influenced health and well-being outcomes. Answer: The bioecological model is a theoretical model of gene environment interactions in the human development. It was given by Urie BronfenbrennerandStephen J. Ceci. It can be applied to the children and mature adults and it is a lifespan approach to the development. It emphasizes the value of understanding the both side influences from the individuals and the environment. He named the original Bronfenbrenner model as Ecological system theory model (Bronfenbrenner, 2005). With this model he identified the way to understand the development of the individual in context to the environment. He identified four ecological systems as microsystem, mesosystem, macrosystem and ecosystem. He only extended the model than by the addition of the chronosystem which tells how a person and the environment changes with the time. In this the emphasis was made on the processes and the role of the human being. It is known as ProcessPersonContextTime Model and is also the basis of the bioecological model (Urie Bronfenbrenner Morris, 2006). The theory explains the interaction held up between all these four things. In later paragraphs a brief description of PPCT along with examples and literature review are explained in detail. The PPCT concepts are explained below in detail. Process: It is the primary mechanism in the development and is laid with two propositions. The proposition one states that the processes we environment which involves complex progressive and reciprocal interaction between an human individual and the surrounding things like person, objects and symbol that can be said as the environment. Therefore it is required that the interactions should occur regularly with time. This interaction of the biological human with the environment are known as proximal processes. The examples of it are playing with the young ones, child to child activity, reading, learning new activities. The children playing alone or playing with his parents is also a proximal process, as he is gaining some kind of knowledge while playing with his parents (Stewart, 2007). These are said to be the engines of the development that occurs on a regular basis. Proximal processes nature generally varies according to the aspects of the individual and of the context and are both spatial and temporal. The proposition two states that the form, power, content and the direction of all the proximal processes that effects the development varies systematically. This occurs as a joint feature of the developing individual, the environment in which the processes are occurring, including both the immediate and remote; the developmental outcomes nature; social continuity and the changes that occur over the life time and the historical period in which the individual is living. Bronfenbrenner says that both the two propositions are theoretically interdependent and they are subject to empirical testing. Apart from proximal processes, there are distal processes also that have an indirect influence on childs development. These processes includes the familys power to support the child and the interaction with significant other environment to which the child is attached or is a part off like social class, community meetings etc. Person: Bronfenbrenner respected the value of the biological and genetic aspects of the individual. He laid more interest in the personal features and behaviours of an individual in context to social situations. he categorized these characteristics in to three parts: demand, force, and resource. Demand characteristics are known as the personal stimulus features that are in relation to the immediate stimulus to others like colour, age, gender, skin and physical features (Agbenyega, 2010). They are responsible for the initial conversations as they form expectations quickly. The resource characteristics on the other hand not immediately apparent, but however in certain cases they are induced having different level of accuracy as compared to demands. They are associated to the mental and emotional features like that of past experience, intelligence, skill, influences and access to the social and material sources of luxuries like good house, good education, caring parents. The third force charact eristics are the one with difference in temperament, motivation, persistence and likeness. Like for example two boys can have equal resource characteristics like a good house, a good social status, loving parents but there demand characteristics will be always different and their developmental trajectory will also be different like one is motivated to succeed and other is not. In his later writings he tell ones role in changing the context. The changes can be passive like if a person is still living in the same environment as earlier but the reaction and interaction has been low or changed due to hi/her demand characteristics. The change can also be active to most active like the changes in the resource characteristics and force characteristics. Context: It is the best component of the bioecological model and is also the most important of all of them. It is the multiple venues that modify the proximal process and is the environment in which the young one is continuously present, whether it may be social interaction, physical interaction or economic interaction. Like for example in a home meant for care giving if the number of children is less then better and good care can be provided to them which will aid in positive development. Thus as per Bronfenbrenner, the context has four systems microsystem, mesosystem, macrosystem and ecosystem. All these have a indirect influence on the development of the child (Parrila, Ma, Fleming, Rinaldi, 2002). A fifth system name d chronosystem was added later to bring up the value of time as it is associated to the childs development. It involves changes that may internal or that may be external like death or loss of the mother and father. The four systems are explained as below: Microsystem: It is innermost stage and is the one to which the child has a direct contact. This system involves families, friends at school or playschool, day care staff, neighbors etc. It generally comprises the proximal process. It is the most immediate level and lay down a early influence on the mid of young ones. The relation that occurs at this level is bidirectional as the family influences the childs behavior and vice versa (Bergen, 2008).In practicality the process here either proximal or distal are mainly the family atmosphere or home care atmosphere, parenting pattern, social and economic status. The children aged between 0 to 5 years has parenting the crucial proximal process and in case there stay in day cares then that is the proximal process. Mesosystem: It is second level and has microsystem in it. Its focus is on the connection among two or more than two systems like home, play mates school. Like for example the house of the child can be reason of something happening at the school and vice versa. Specifically it can be said that the parents and the school staff environment on the development of a child together makes up a mesosystem. Other places like religious gatherings act as a distal process as they provide the support to the family and the child. Exosystem: It the third level. This does not involves a direct contact with the system but affects the development. It consists of both the microsystem and mesosystem. It also affects the wellbeing of the ones who are in contact with the child. The decisions and policy that are done at a wide level also indirectly influence the child. Like for example the parent workstation and the duration also influences the development of child and are proximal process. Like in some cases a parent who is not attending or meeting the teachers would have low interaction and would adversely effect the development of the child. The school policy meant for a certain religion or ethnic back ground also influences the development of the child. Macrosystem: The outer level is the macrosystem. It influences all the inner layers of the ecosystem. The features of the macrosystem that influence all the other layers are cultural characters, political issues, economic issues (Dowling et al, 2006). Like for example a culture that ha many divorces leads to a single parent child and would affect the child development and also affects the income and the opportunity that are available to the child. Likewise if the parents are form two different countries and live in another country, may have problems with language, lifestyle. This in turns make the life of child unstable and adversely affects the development. Time: This particular concept is about the aspects like chronological age, time duration and the nature of the periodicity. The succession of an event has different degree of influence in the individual. This influence decreases as the time increases. Some events like shifting to a new place, parents sickness, parents divorce can have a harmful impact on the children lives as compared to elders (Voydanoff, 2005). Moving on to the effects on the development of child when all or one of the PPCT components are adversely affecting the child. In some case the proximal or the distal processes cause a adverse or a negative effect on the childs mind and the development. In such cases resilience strategies are to be applied. Resilience is the positive adaptation in the situations when the personal, family or environment difficulties are extremely high that leads to the impairment of the individuals cognitive and functional abilities. There are three kinds of resilience. One is when the individual is not succumb to the adversities in spite of high risk. Second is developing up coping strategy in circumstances of high stress. Third is the individuals who have suffered high trauma. A research was performed to find up the resilience strategies (Malindi, 2011). According to it resilience can be proposed by following these: Strategies for the 0 to4 years Proper maternal nutrition Avoidance of maternal smoking Support to mothers from family and husband Adequate family income High quality education Proper child nutrition Healthy relations between all the members of the family Strategies for middle childhood 5 to 13 years: Classes to provide cultural and community behavior A link between school and home to develop confidence and engagement. Healthy school experiences Healthy relationship between child and teacher and parent and teachers. Developing skills for performing all the tasks Structured and time bound routines daily. Attachment to the relatives or significant others. Provision of breakfast and after school clubs. Participation in decision making and problem solving Strategies for 13 to 19 years High social support and social network (Theron). Presence of one parent who supports unconditionally. A guide or person who is not a family member. Positive and good experiences from school It can be seen that these strategies are related to the PPCT model. If these strategies are followed appropriately at each stage or level of PPCT, then the child development would be enhanced (Woo, 2005). These strategies are to be linked up in the proximal and distal processes to provide full development. Like high support is demanded from all sides to an individual in an adolescent stage through both the proximal and distal processes. Summing up, it can be said that the bioecological theory highlights the stages of the child development and provides with a way to enhance the development of the child at each stage. It tells all about how the environment and family are related and associated to the child directly or indirectly and what impact they put on the child by the activities performed by them solitary or with the individuals. Researches are performed and still going to further enhance the model and aids in childs full development. References Agbenyega, J. (2010) The Australian early development index, who does it measure: Piaget or Vygotskys child? Australian Journal of Early Childhood, 34 (2), 31-38. Bronfenbrenner, U. (2005).Making human beings human: Bioecological perspectives on human development. Thousand Oaks, CA: Sage Publications Ltd. pp.315. Bergen, D. (2008).Human development: traditional and contemporary theories. Upper Saddle River, NJ: Prentice Hall. p.220. Dowling, E., Osborne, E. (2006). The Family and the School: A Joint Systems Approach to Problems with Children: Second Edition. London: Karnac Books. Malindi, M.J., Theron, L.C., Venter, A. 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