slavery and the plantation Essays -- Slavery Essays

servitude and the ranch During the time of servitude in the United States, not all blacks were slaves. There were a many number of free blacks, comprising of those had been liberated or those in reality that were never slave. Nor accomplished all slave chip away at manors. There were almost 500,000 that worked in the urban areas as household, talented craftsmans and processing plant hands (Green, 13). Be that as it may, they were special cases to the general guideline. Most blacks in America were slaves on manor estimated units in the seven conditions of the South. Furthermore, with the design of the cotton gin by Eli Whitney, more slaves were expected to work the ever-developing cotton game (Frazier, 14). The size of the estates shifted with the abundance of the grower. There were little ranchers with a few slaves, grower with ten to thirty slaves and large grower who claimed a thousand or more slaves. Researchers for the most part concur that slaves got better treatment on the little ranches and estate that didn't utilize administrators or senior supervisors. Practically 50% of the slaves, be that as it may, live, worked and kicked the bucket on manors where the proprietors doled out quite a bit of their position to managers. The manor was a blend processing plant, town and police area. The most clear trademark was the authoritarian system put on the slave. One case of this was a mutual nursery, which arranged slave youngsters for servitude and made it feasible for their moms to work in the fields. The lady who thought about dark kids was usually assigned aunt to recognize her from the mammy, the attendant of white youngsters. Now and then one ladies thought about both white and dark kids. Young men and young ladies meandered in around in a condition of close bareness until they arrived at the time of work. On certain estates they were given tow-material shirts, on others they wore guano packs with openings punched in them for the head and arms. Youngsters were never given shoes until they were sent to the fields, ordinarily at six years old or seven. Youthful specialists were broken in as water young men or in the waste group. At the age of ten or twelve, youngsters were given a standard field schedule. A previous slave reviews, Youngsters needed to go to the fiel' at six on out spot. Possibly they don't do nothin' however get stones or tote water, yet thy got the opportunity to become accustomed to bein' there. (Johnson, 40-45) Cooking on the estate was a gather... ... with kids would be less inclined to endeavor escape. The wedding function was told by the savvies and most regarded slave on the manor, and incorporated the custom of hopping the broomstick. Guys and females were relied upon to stay dedicated after the marriage. The relationships kept going quite a while, somewhere in the range of thirty years or more. The life on the ranch was the main life known to a slave. Barely any slaves at any point had the chance to leave the manor so it was the main world they knew. One can think about a ranch as a detached island, with intermittent contact from the outside world. It was uniquely through reaching the outside world that slaves became mindful that they too merited opportunity and picked up the information to get it. List of sources E.Franklin Frazier. Dark Bourgeoisie. New York 1957 Berkin, Miller, Cherny, and Gormly. Making America: A History of the United States. Boston 1995. Douglass, Frederick. The Life and Times of Frederick Douglass. Hartford 1881. Johnson, Charles S. Shadow of the Plantation. Chicago 1941. Olmsted, Frederick Law. The Cotton Kingdom. New York 1948. Green, Bernard V. Subjugation of a People. Miami 1991.

Charlemagne, or Charles the Great, King of the Franks :: Medieval Europe European History

Charlemagne, or Charles the Great, King of the Franks Charlemagne, or Charles the Great, King of the Franks (742-814), was a solid pioneer who brought together Western Europe through military force and the gift of the Church. His confidence in the requirement for training among the Frankish individuals was to achieve strict, political, and instructive changes that would change the history of Europe. Charlemagne was conceived in 742 at Aachen, the child of Pepin(or Pippin) the Short and grandson of Charles Martel. His granddad, Charles, had started the procedure of binding together western Europe, in the conviction that all individuals ought to be Christian. Charlemagne's dad, Pepin, proceeded with this procedure all through his standard and given his convictions to Charlemagne. Every one of the three, notwithstanding the political unification, accepted that the congregation ought to be transformed and rearranged under the Pope, which helped their ascent to control as the Carolingian Dynasty. (Holmes 74) Upon Pepin's passing in 768, Charlemagne and his sibling, Carloman, each acquired half of the Frankish realm. Pepin, in the Merovingian custom of the time, split his realm between his two children. After three years Carloman passed on and Charlemagne assumed responsibility for the whole realm. He acquired extraordinary riches and a amazing armed force, worked by his dad and granddad. Charlemagne utilized the military what's more, his own dexterous intending to dramatically increase the size of the Frankish Realm. (Halsall 15) The universe of Charlemagne was a pagan one, with many warring clans or realms. A significant number of these clans were vanquished by Charlemagne, among them the Aquitanians, the Lombards, the Saxons, the Bretons, the Bavarians, the Huns, and the Danes. The longest of these fights was against the Saxons, enduring thirty-three years. Charlemagne really crushed them ordinarily, yet because of their fickleness what's more, their affinity to come back to their agnostic way of life, the Saxons lost numerous lives in the drawn out fights with the Franks. With every triumph the Frankish realm developed, and with development came extra force and obligation regarding Charlemagne. In all aspects of Europe that was taken over by Charlemagne, he expelled the pioneers in the event that they would not change over to Christianity and designated new ones, for the most part somebody with high situation in the Church. Those individuals who wouldn't change over or be sanctified through water in the congregation were executed. (Holmes 75) The Church assumed an imperative job in the realm of Charlemagne. It gave a sense of strength to Charlemagne's standard, and he thus gave solidness in the Church. The individuals vanquished by Charlemagne, in the wake of being changed over to Christianity, were instructed through the Bible a brought together code of good and bad. It was vital for the Church to assume a job in this training of the individuals,

2016 Early Action Update - UGA Undergraduate Admissions

2016 Early Action Update - UGA Undergraduate Admissions 2016 Early Action Update With the Early Action deadline of yesterday, here are a few updates about the process: Total EA Applications (10% increase over last year): 14,514 Complete Early Action Applications as of today: 8,200 # of EA Applicants Applying within 4 days of Deadline: 4,973 As you can see, a large number of the Early Action applications are complete, and for EA applicants who have sent in test scores (the one item they truly control), 70% of these applicants are complete. Additionally, approximately 34% of the total applicant pool for EA applied right around the deadline. This means our office still digging out from under the thousands of documents, test scores, etc. we have received. We appreciate your patience as we work as quickly as possible to match documents with files. It takes our office about 5 to 10 business days to match a document with an applicants file, and with the document/materials submission deadline of 10/22, we are still receiving a large number of items. If your documents were submitted by this deadline, it will be considered for Early Action. We are accepting the October 3 SAT for Early Action as long as you designated UGA as a school to automatically receive your scores, and we will import those near the end of October (10/22 is when you can see them, but they will trickle out to us the week after that), as the College Board is in the middle of changing their delivery process. As such, please make sure to give us time to receive these scores and load them into the system. Your Steps Be sure to check your myStatus to make sure you are complete! If material you have sent is not showing up on your myStatus, double-check with your counselor, College Board, ACT, etc. to make sure that it was sent. If a document was sent and it has been more than 10 business days (business days do not include weekends or holidays), I would suggest either resending the document(s) or contacting us. We do not accept faxed documents, so make sure to send it electronically or by mail. Remember, we are okay with test scores both taken and requested by 10/15, even if they are not in our system yet. Now that you have submitted your application (and it is hopefully complete), take a few minutes to relax and enjoy the fall weather and some UGA football! Go Dawgs!

Gender Inequality in Modern Society - 1573 Words

This study deals with gender inequality in the modern society and looks at the difficulties women face when they strive for equal success as their male counterparts. About seventy-five percent of the jobs in well-paid professions are held by men and even if women are able to get equal jobs they are still paid considerably less . The central question posed is, are there any differences in the aspirations and career goals between males and females? However, in order to fully understand stereotypical social values about sex-roles in our society, an analysis of the broader context, in terms of the findings of the research of experts in the field, is needed. Thus, this Literature Review discusses the research on gender discrimination in the†¦show more content†¦Added to this is the concept of smaller families and longer life expectancy. These concepts give women more freedom and choice to plan and prepare for such eventualities. Astin is a contrary opinion, however, as she has st ated that the basic need for survival, pleasure and contribution motivate humans to seek employment. Economic conditions, a sense of devaluation of the domestic, and a desire to find self-fulfillment drive majority of the women into the job market. Various suggestions have been put forward to explain the reason why women are driven to the workforce. Changing economic conditions may have driven women into the labour market, but after being in the workforce for a few decades they realize that paid employment along with satisfying their basic financial needs, also fulfills their individual needs of independence, provides them with a greater control of environment, and enables them to contribute more meaningfully to societal and personal needs. The challenge of work that is valued by the society, gives them a sense of achievement, and a realization of self-worth. This gain of self-esteem in large part is instrumental in satisfying their pleasure and contributory needs. Recent studies of females in professional employment of Nancy Betz, physiologist from University of Minnesota, have shown that men andShow MoreRelatedGender Inequality in Modern Hong Kong Society9403 Words   |  38 PagesThe Title Gender Inequality In Modern Hong Kong Society. Table of Contents TABLE OF CONTENTS.....................................................................................†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.i LIST OF GRAPHS...............................................................................................†¦Ã¢â‚¬ ¦...ii LIST OF TABLES...............................................................................................†¦Ã¢â‚¬ ¦....ii 1 Abstract 1 2 Thesis Statement 2 3 Methodology 3 4.1 Recommendation to Reduce GenderRead MoreEssay on Gender Inequality Still Exists in Modern Society677 Words   |  3 PagesThe search for equality between men and women is fuelling a never ending war between genders. There are still doubts that women are not equal to men; even though people try to convince themselves otherwise, we are faced with day to day situations that prove that women are not equal to men. For example: working in a men’s environment, doing as you please with your sexuality and segregation by nature. Though most men have full respect for women, there is still a lot of conflict in the male perceptionRead MoreGender Inequality Is The Unequal Treatment Of Someone Based Off Their Gender961 Words   |  4 PagesIn modern society gender inequality is the unequal treatment of someone based off their gender rather than their varying skills, abilities, and characteristics. In our society gender equality can be hard to notice sometimes but in other cases it is v ery obvious such as pay scale for jobs. Many efforts have been taken in the past to get rid of this unequal gap between genders especially in the modern workplace. It is difficulty for many of us to think about gender inequality especially consideringRead MoreWhy And How Gender Stereotypes1654 Words   |  7 PagesWhy and How Gender Stereotypes in Advertisements are Challenged Traditional gender roles were constructed based on devotion to cultural value as well as social construct based geographical placement. 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The influence of culture norms within the edu cational system is substantial, as thisRead MoreA Brief Note On Global Gender Inequality Issues1334 Words   |  6 Pages Global Gender Inequality Issues Continuing Problem Gains and Progress More than 110 million children in the world are not in school. Among them two third of it accounts for girls. Some of the developing countries including Jamaica, Philippines and South Africa has worked on gender inequalities and made such policies that women literacy rate has gone higher. Women represents an average of less than 10% in the parliaments of various countries around the world. In 2005 Iraqi government decided thatRead MoreMarxism, Feminism And The Works Of Max Weber1584 Words   |  7 Pages Feminism and the works of Max Weber. I will also attempt to relate each of these different sociological explanations to contemporary society. According to Karl Marx (1818-1883) all the struggles of all societies throughout history are due to confrontations of power and exploitation. Marx believed that all societies had divisions of class and therefore inequality as a result of capitalism. He believed that capitalism would always be antagonistic because one class could exploit another class insteadRead More Feminism Essay1662 Words   |  7 Pagestheir status as equal citizens. The British social order came a long way from 1890s when women in Britain were legally restricted to the point they could not enter a contract, own property or have parental rights; unmarried women were challenged by society and pressured in to marriage (British History Oxford, 2007).The women’s rights and suffrage movements in the period between 1832 and 1918, which is known as ‘The first feminist wave’, aimed to challenge the idea of women being the inferior sex andRead MoreGender Inequality : Gender Inequalities825 Words   |   4 PagesMichael Ursini Mrs. Karen Cardenas English 4 Sec 03 Sum 17 07 July 2017 Gender Inequalities Thesis: While this could be the best thing the world could accomplish if something changes, Women and men should not be segregated into their own category. Because both genders should have equal rights when it comes to working, money, households, relationships and other categories. This problem has been around for a long time but never been brought to a lot of people s attention, because of this nobody talksRead MoreGender Inequality in Egypt 846 Words   |  3 Pages Many people define gender as sex. Gender is defined as the social expression of the basic psychological differences between men and women. It is the social behavior which is deemed to be appropriate to ‘masculine’ of ‘feminine’ roles and which is learned through primary or secondary socialization. Thus there is a big difference between sex and gender. Sex refers to the biological features, male or female, while gender is socially determined. Gender is simply the preconceived assumptions about the

Hamlet - Appearence Vs Reality Essay example - 830 Words

Appearence vs Reality Possibly the best piece of writing ever done by William Shakespeare, Hamlet, is a classic example of a tragedy. In all tragedies the hero suffers, and usually dies at the end. Romeo and Juliet commit suicide, Brutus falls on his sword, and like them Hamlet dies by getting cut with a poison tipped sword. The theme that remains constant throughout the play is appearance versus reality. Things within the play appear to be true and honest but in reality are polluted with evil. Many of the characters within the play hide behind a mask of dishonesty. Four of the main characters that hid behind this mask are Rosencrantz and Guildenstern, Polonius, and the king Claudius. From behind this mask they give the impression of a†¦show more content†¦Hamlet insults them at every chance knowing that they are lying to him about their purpose of the visit, amp;quot;’Tis as easy as lying: govern these ventages with you finger and thumb, give it breath with your mouth...amp;quot; (Shakesp eare 3:2:348) The twins show their appearance of being Hamlets friends but in truth they have a hidden reason for visiting with Hamlet. Both show that it will be very difficult for Hamlet to uncover the reliability hidden within the lies. Polonius the king’s royal associate plays an important role in developing appearance. He always wants to keep up the look of loving and caring person. Polonius appears like a man who loves and cares about his son, Laertes. He speaks to him with advice that sounds sincere but in reality it is not. It is hollow and without feeling. Polonius gives his advice only to appear to be the loving and caring father. The reality is he only speaks to appear sincere as a politician, to look good rather then actually be good, quot;And borrowing dulls the edge of husbandry†¦amp;quot; (Shakespeare 1:3:77) Also Polonius adds to the theme appearance verses reality by ordering Ophelia to stop seeing Hamlet. He lies to her by telling her that Hamlet does not love her, he only wants to have fun with her. However in truth Hamlet does love Ophelia. Through the play Polonius pretends to be honestShow MoreRelatedAppearence vs. Reality in William Shakespeares Hamlet Essay1671 Words   |  7 Pages amp;#65279;Appearance vs. Reality nbsp;nbsp;nbsp;nbsp;nbsp; In Shakespeare’s tragedy, Hamlet, there is a dominant and overwhelming theme that is concurrent throughout the play. Throughout the play, all the characters appear as one thing on the outside, yet on the inside they are completely different. The theme of appearance versus reality surrounds Hamlet due to the fact that the characters portray themselves as one person on the outside, and one different on the inside. In the play, Claudius

Biological Risk Factors Back Pain Health And Social Care Essay Free Essays

string(48) " symptoms occurs between the ages of 35 and 55\." Research and argument concerning low back hurting and work-related muscoskeletal upsets reflects the prevalent confusion and uncertainness about epidemiological rules every bit good as spreads in the scientific literature. However some surveies have done a great occupation at painting a clear image of the association of certain hazard factors with low back hurting. This paper reviews a figure of surveies that discuss the nexus between several hazard factors including fleshiness, physical burden, psychosocial factors and smoke and lower back hurting. We will write a custom essay sample on Biological Risk Factors Back Pain Health And Social Care Essay or any similar topic only for you Order Now The reappraisal reveals assorted degrees of association between these hazard factors and lower back hurting and goes on to briefly highlight the findings and decisions of all the surveies reviewed in connexion with lower dorsum hurting. 1.0 Introduction With the morning of the twenty-first century, low back upsets are progressively going expensive due to their dearly-won medical attending. Direct medical costs from lower dorsum hurting in the United States entirely have been estimated to travel up to $ 90.6 billion annually.1 The status besides brings about non-financial deduction that have a significant impact non merely to the people enduring from lower dorsum hurting but besides to the economic system every bit good. Back pain-specific doomed production clip costs employers in the US an estimated $ 7.4 billion per twelvemonth among workers aged between 40 to 65 years.1 Thus bar and direction of lower dorsum hurting would cut down medical costs every bit good as improve lost production costs to employers. It is noted that, â€Å" Low back hurting is the taking cause of disablement. It occurs in similar proportions in all civilizations, interferes with the quality of life and work public presentation, and is the most common ground why people seek medical audiences. † On the other manus, â€Å" Acute back hurting is the most common presentation and is normally self-limiting, enduring less than three months irrespective of intervention. † Additionally, â€Å" chronic back hurting is a more hard job, which frequently has a strong psychological sheathing: work dissatisfaction, ennui, and a generous compensation system contribute to it. Among the diagnosings offered for chronic hurting is fibromyalgia, an urban status that does non differ materially from other cases of widespread chronic hurting. Although disc bulges detected on X ray are frequently blamed, they seldom are responsible for the hurting, and surgery is rarely successful at relieving it. † There are many si gnifiers of redress and direction options for lower dorsum hurting but surveies have non revealed any of them being outstanding and superior to others. Harmonizing to WHO Advisory Panel, â€Å" common result steps to be used to judge the efficaciousness of interventions for surveies. † 2Low back hurting can non be categorized as a disease or even a diagnostic entity. The term is merely used to depict hurting on an country of the organic structure that is so normally affected that it has become a paradigm of responses to external and internal stimulation. â€Å" The incidences and prevalence of low back hurting are approximately the same universe over ( Wherever epidemiological informations have been gathered or estimations made ) but such hurting ranks high as a cause of disablement and inability to work, as an intervention of the quality of life and as the cause for medical audiences. † 2 However, in many instances the cause of lower dorsum strivings is vague, and mer ely in minority of the instances does a direct nexus to some defined organic disease exist. There are many hazard factors that have been identified as related to trouble in the lower dorsum. Contrary to popular belief, the vertical position of worlds depends on the normal curvatures of the spine- such curvatures are non hence really the cause of lower dorsum hurting. Other factors such as fleshiness and gestation, which distort the curvature of the spinal column, can nevertheless ensue to endorse hurting. Some activities such as jogging and running on cement roads instead than clinker paths, heavy lifting, and prolonged sitting are other factors that can arouse lower back hurting. However, strong psychological factors besides play a function in lower dorsum hurting. There are a myriad of low back upset hazard factors, these are frequently classified into restrictive classs that include biomechanical, psychosocial and single hazard factors. Each of these groups of hazard factors has a huge measure of literature analyzing how specific hazard factors within the group relate to the hazard of lower dorsum upset. â€Å" Biomechanical hazard factors include such factors as lifting, bending, writhing, pushing/pulling, transporting heavy physical work, frequence, position and quiver. These have been good established in a batch of literature as factors for low dorsum upsets. † In order to pull off and forestall low dorsum upsets due to biomechanical exposures hazard factors, governments in most developed states have come up with threshold bound values based on recent biomechanical, psychophysical and epidemiological literature available. In the US this was done in 2001 by the American Conference of Governmental Industrial Hygienists ( ACGIH ) . Psychosocial hazard factors may impact the patients ‘ psychological response to their activities ( work ) and act upon the hazard of low dorsum upsets. For illustration, mental work load was associated with the hazard of low back hurting symptoms. In reviewed literature, a figure of research workers have found that increased work load more than doubles the odds of lower dorsum upset. It has besides been discovered that depending on personality type, psychosocially nerve-racking environments lead to increased musculus coactivity, which increases spinal burden and hazard of lower dorsum pain.2 From this background, it can be concluded that the psychosocial hazard factors play a really of import and complex function for occupationally related low back upsets. Individual hazard factors besides referred to as personal hazard factors such as age, gender, smoke, race and old ages of experience on occupation are biological elements that have long been established as hazard factors for low dorsum upsets. Review of epidemiological facet of low back hurting in industry reveals that maximal frequence of symptoms occurs between the ages of 35 and 55. You read "Biological Risk Factors Back Pain Health And Social Care Essay" in category "Essay examples" Older workers have been found to be more susceptible to high-cost back hurts than younger workers. Age fluctuation in the literature may be created by the cut cut-points in age classs every bit good as definitions of low back hurting or causes of lost clip ensuing from such hurting. The chief end of this reappraisal is to compare the assorted psychosocial and biological hazard factors that result to take down back upsets by exemplifying how the battalion of hazard factors within each group influence low back upset hazard. Most of the literature illustrates that each of the research workers has progressed within each group of hazard factors yet few research surveies have examined multiple groups. It is nevertheless hypothesized that each of the groups contributes to the overall hazard of low back upset. Consequently, the purpose of this reappraisal is to foreground the findings of each research with respect to psychosocial hazard factors and biological hazard factors in a comparative manner. The surveies in this reappraisal will be grouped harmonizing to the related hazard factors being examined. There are four major groups of hazard factors that will be examined in the reappraisal and these will include fleshiness, physical burden, psycho-social factors and smoking severally. However before reappraisal of these hazard factors the epidemiology and etiology of lower dorsum hurting will be examined foremost. 2.0 Consequences of Review Literature Search and Data Management This literature reappraisal involved the hunt of four electronic libraries. The hunt covered the period between A ­1999 to 2010 in order to place surveies measuring societal and biological hazard factors for low back hurting. The scheme employed in the hunt chiefly involved uniting major footings related to the subject including lower back hurting, muscoskeletal upsets, psychosocial hazard factors, biological hazard factors, and work. The footings besides included free text-words and capable headers specific to each database. The process was chiefly based on guidelines for effectual searching.1 Information from the â€Å" aid † subdivision of each database was besides used apart from audience with a medical bibliothec. Inclusion and exclusion standards In this reappraisal, muscoskeletal hurting or hurts non associating to the lower dorsum were non included. To be eligible, the articles had to: A survey of hazard factors or a hazard factor for low back hurting in the grownup population. It should hold been published within the last 10 old ages, which is between 2002 and 2012. The survey should describe statistically important association between hazard factor and lower back hurting. Be equal reviewed, published in English and published in full text. Case surveies and cross-sectional surveies were non included in this reappraisal as these designs are non ideal to place determiners of a wellness condition.3 these are more appropriate to measure casualty which is non the instance for this reappraisal. Screening procedure The reappraisal involved thorough â€Å" showing of the rubrics and abstracts of all identified commendations after which the full texts of the available and potentially eligible surveies were retrieved. The mention lists of all retrieved surveies were besides screened for extra relevant articles. † Evaluation procedure The methodological quality of the eligible surveies was evaluated in relation to whether they fulfilled the standards for intervention of casualty or nor, and how likely deceptive factors ( opportunity, prejudice, and confusing factors ) affected the consequences. The major standards applied in measuring a possible causal relationship included: strength of association, consistence between surveies, temporalty and coherency. Hazard factors were considered consistent if more than one survey reported their association with the result of involvement. â€Å" Coherence † means that an association is consistent with the natural history and biological science of the investigated upset. Literature Search and Evaluation Epidemiology: Survey 1 ( Seeking Care for Low Back Pain in the General Population4 ) The chief topic of this survey is care for low back hurting. The survey chiefly aimed to â€Å" look into different facets of low back and neck-shoulder hurting in the general working population. This survey was designed to be a population-based case-referent probe. † The research was designed as a 2-year followup survey conducted to look into new patients seeking attention for lower dorsum hurting from all the health professionals in a specific part which had a population of about 17,000 work forces and adult females aged between 20 and 59 old ages. This was aimed at depicting care-seeking behaviour for low back hurting in the general population described. The methodological analysis of the survey involved aggregation of informations on personal, medical, and occupational history from all the patients traveling through a clinical examination4. The survey chiefly focused on look intoing different facets of lower dorsum hurting and neck-shoulder hurting. The survey characterizes hurting, disablement, and ill leave tendencies among the patients involved every bit good as analyzing forecasters of recovery. In add-on the survey besides focused on happening a simple manner of sorting low back hurting in the epidemiological surveies as an appropriate intercession. The primary consequences of this survey indicated that whereas about 50 % of the patients went to doctors and physical therapists for intervention, the staying 50 % went to health professionals. The survey farther reported that some betterments in hurting and disablement were reported by patients after 3 months, but after that non many other betterments were reported. The consequences from the follow-up period showed that about 70 % of the attention searchers had non gone for ill leave in the follow-up period4. Further, attention seeking during this period was non associated with decreased hurting disablement. The survey did non happen any prognostic factors for recovery and the survey gathered gave information about hurting distribution that was more or less similar to that found in other clinical scrutinies. The strength of this survey is that it involved a big community and a big figure of respondents to be examined therefore cut downing the degrees of prejudice and increasing the assurance degrees of the findings. However the survey had the chief failing of this survey is that its general liability may be challenged because of its restriction to merely one part. Etiology: Survey 1 ( Lumbar Disc Degeneration: Epidemiology and Genetic Influences5 ) The chief topic of this survey is lumbar disc devolution. The survey begins by giving the general definition of epidemiology saying that it refers to the survey of happening rates. It is these happening rates that this survey focuses on every bit far as lumbar phonograph record devolution ( which is a major cause of lower dorsum hurting ) is concerned. The survey is fundamentally designed as a literature reappraisal. It involved a elaborate reappraisal of literature conducted on the prevalence of disc devolution. The reappraisal was followed by summarisation of the documents reviewed with peculiar accent on surveies of familial influences. The reappraisal fundamentally involved treatment of the rubrics, methods and consequences of each research in the documents reviewed followed by presentation of the findings as a sum-up. This survey focused on synthesising the scientific literature on the prevalence of lumbar phonograph record devolution and factors associated with its happening, these included familial influences. The ultimate purpose was to roll up an stock list of all factors associated with lumbar phonograph record devolution by assorted surveies. The chief primary consequences of this reappraisal included coverage of utmost fluctuations in the reported prevalence of specific degenerative findings of the lumbar spinal column among surveies. It was revealed that these utmost fluctuations can non be explained wholly by age or other identifiable age factors. The survey indicates that from the findings, it is likely that these fluctuations are due, in great portion, to incompatibilities in instance definitions and measurings, which are impending research on the epidemiology of lumbar phonograph record devolution. The reappraisal besides revealed that research conducted in the past 10 old ages has resulted to improved apprehension of the etiology of disc devolution. It farther indicated that although antecedently, heavy physical burden was identified as the major hazard factor ensuing to devolution of the phonograph record, consequences of exposure-discordant monozygotic and duplicate surveies indicated that physical lading ensuing from work and athleticss plays a comparatively little function in disc devolution, beyond that of positions and everyday activities of day-to-day life. The chief strength of this survey is that it reviews the findings of several surveies that have been carried out on the lumbar phonograph record devolution and therefore it draws from a good deepness of scientific findings to make its decisions and avoids prejudice. The major failing though is that the assorted surveies reviewed had different designs and this did non aim a specific group of the society, this makes the consequences a spot inconsistent and undependable for a specific age group or business group. Etiology: Survey 2 ( Body Weight and Low Back Pain6 ) This survey is a â€Å" systematic literature reappraisal of 56 journal articles describing on 65epidemiologic surveies. The chief aim of the reappraisal of literature is to set up if there is a â€Å" existent association between organic structure weight and low back hurting ( LBP ) and whether the nexus is causal. † The design of the survey involves as systematic reappraisal of the epidemiologic literature. The chief focal point or intercession of this reappraisal was to transport out an probe into whether there is grounds of a definite association between the organic structure weight and LBP in the epidemiologic literature reviewed. Apart from that, the reappraisal besides aimed to analyze whether there is grounds for causality, utilizing Bradford Hill ‘s classical standards which entail strength of association, dose-response relationship, temporalty, reversibility of symptoms, and consistence of findings.6 differences in survey result were besides sought for several other factors. The consequences of the reappraisal were fundamentally that â€Å" 32 per centum of all the surveies that were reviewed reported a statistically important positive weak association between organic structure weight and LBP. â€Å" Further, surveies that fulfilled the â€Å" station hoc standards ne’er report a rate ratio of above 2 ; but there is ever a possibility of a positive biological gradient. † Apart from that the reappraisal besides found out that the surveies had no information on temporalty or reversibility of and therefore there was no obvious consistence of findings. Therefore based on the findings, â€Å" the survey concluded that due to miss of grounds, organic structure weight should be considered a possible weak hazard index, nevertheless it besides pointed out that there was deficient informations to measure if it was a true cause of LBP. † This is an evidently strong reappraisal into the relationship between low back hurting and organic structure weigh because it is based on the reappraisal of a big figure of surveies. The figure of surveies used and the instances they cover offer the reappraisal a big border of assurance about the findings. The outstanding failing is that the reappraisal examines a big figure of surveies but offers a instead shallow sum of findings, deficiency of limitation to a few outstanding factors makes the decision of the survey a spot excessively broad. Fleshiness: Survey 1 ( Is Obesity Overrated as a â€Å" Risk Factor † for Poor Outcomes in Chronic Occupational Spinal Disorders? 7 ) The chief topic of this survey is scrutiny of the function of fleshiness as a possible hazard factor taking to moo back hurting in chronic work-related spinal upsets. The survey subject suggests that the survey is nearing fleshiness as a perchance overrated hazard factor and seeks to happen out if that is true. The chief focal point of the survey is on the possible function of fleshiness as a hazard factor in those patients holding chronic work related spinal upsets that are merely at the beginning of a Restoration plan. Spinal upsets are closely associated with lower dorsum hurting. The survey utilized an extended study affecting subdivision of the sample population into groups and utilizing telephone interviews to transport out post-rehabilitation study. The whole procedure involved appraisal of patients ‘ pre-intervention and post-intervention utilizing questionnaires validated and designed several facets associating to take down back hurting. The primary consequences of this survey indicated that there was a high prevalence of fleshiness in the population that was surveyed with merely 22 % of the patients being ‘normal ‘ ( BMI lt ; 25 ) . Over 43 % of the patients were corpulent ( BMI gt ; 30 ) . The findings besides revealed a important tendency for bit by bit diminishing figure of males as fleshiness increased. Significant degrees of high blood pressure were besides progressively associated with fleshiness. The survey nevertheless indicated the deficiency of important differences in the location of hurt or continuance of disablement among the groups investigated. There were besides no important differences in all the socioeconomic results. From these findings, the survey concluded that fleshiness indicated more prevalence and badness in chronic upsets of the spinal column related to work at the concluding phase of long intervention in the functional Restoration plan. It besides indicated that fleshiness is non an independent hazard factor in the instance of socioeconomic affecting work position, extra wellness use, or perennial hurt claims. Fleshiness: Survey 2 ( Low Back Pain and Lifestyle. â€Å" Part II- Obesity: Information from a Population-based Sample of 29,424 Twin Subjects8 ) † This survey focuses on the relationship between low back hurting and life style with fleshiness being the chief facet related to lifestyle under probe. The survey recognizes the big figure of epidemiological surveies refering fleshiness but acknowledges the deficiency of lucidity about whether fleshiness and low back hurting are positively associated. Therefore the chief focal point of the survey is to find whether fleshiness is associated with low back hurting and if so, â€Å" whether the association is causal. The design of this survey involved a cross-sectional postal study. The fact that the survey involved information from a population-based sample of over 20 nine thousand duplicate topics well increases the cogency of its consequences. The application of twin topics besides strengthens the consequences more than if twins would non hold been used because each twin acts as a control experiment to the spouse. The chief failing of the survey lies in the period at which the inform ation was collected. The mark population included Danish twins born between 1953 and 1982. This is a period in which fleshiness was non a existent issue in society and hence the consequences may non reflect the existent association between fleshiness and lower back hurting in the present clip particularly in states where fleshiness is chronic like the USA. Fleshiness: Survey 3 ( Effect of fleshiness and low back hurting on spinal mobility: a cross sectional survey in women9 ) The chief topic in this survey is the consequence of fleshiness and low back hurting in spinal mobility as indicated in the rubric. The survey focuses on a cross subdivision of adult females. The chief focal point of the survey is to use a cross subdivision of adult females in the nonsubjective appraisal of the position and map of the spinal column during standing, flexure and sidelong bending in corpulent topics with and without chronic lower back hurting and to look into the function of fleshiness in chronic lower back hurting. The designed utilised in this survey is a cross-section. The survey involves 13 corpulent topics, 13 corpulent topics with chronic lower back hurting and 11 wellness topics. Chiefly, the survey revealed that fleshiness was characterized by a by and large reduced ROM of the spinal column, due to a reduced mobility at both the pelvic and pectoral degree ; a inactive postural version with an increased front tooth pelvic joust. The survey besides revealed that fleshiness with chronic lower back hurting is associated with an increased degree of lumbar hollow-back. It was besides found out from the survey that in sidelong bending, fleshiness with chronic lower back hurting is associated with a reduced ROM of the lumbar and pectoral spinal column, whereas fleshiness on its ain appears to impact merely the thoracic curve. From the findings, the survey concluded that those persons with chronic lower back hurting showed higher grade of spinal damage when compared to those without chronic lower back hurting. The chief strength of the survey is that it uses three groups of adult females, those enduring fleshiness, those corpulent but with chronic lower back hurting and those without both. This acts as a really strong footing for comparing and mostly validates the findings. However the chief failing is that the findings may non be applied to work forces because they can be challenged on the footing of basic physiological differences between the two genders. Physical burden: Survey 1 ( Lumbar Disc Degeneration: Epidemiology and Genetic Influences ) The chief topic in this survey is the epidemiology and familial influences of lumbar phonograph record devolution. The survey focuses on the synthesis of scientific literature on the prevalence of lumbar phonograph record devolution and factors associated with its happening, including familial influences. The survey is a literature reappraisal. After reappraisal of a figure of the literature on a figure of researches, the survey revealed that there are utmost fluctuations in the reported prevalence of specific degenerative findings of the lumbar spinal column among surveies. The findings revel farther that this devolution can non be explained wholly by age or other identifiable hazard factors. It is pointed out that there is the likeliness of these fluctuations ensuing in great portion, from incompatibilities in instance definitions and measurings which are impending research on the epidemiology of disc devolution. The survey, like another one discussed earlier, points out that antecedently, heavy physical burden was the hazard factor chiefly suspected for disc devolution but that consequences of exposure-discordant monozygotic and authoritative twin surveies indicated that physical burden ensuing from activities associating to work or feature play a really little function in devolution of the phonograph record beyond that of unsloped positions and everyday activities carried out in day-to-day life. The survey farther revels that research carried out late points to a great function of heredity in disc devolution, explicating the 74 % of the discrepancy in grownup populations studied to day of the month. Physical burden: Survey 3 ( Biomechanics of Increased Exposure to Lumbar Injury Caused by Cyclic Loading11 ) The chief topic of this survey is to analyze the biomechanics associating to increase in exposure to hurts impacting the lumbar ensuing from cyclic burden. The survey chiefly focuses on musculus stableness recovery with remainder. The research design applied in the survey was experimental. This involved usage of an electromyography to enter the responses from the lumbar multifidus of a cat in vivo. The survey chiefly focused on finding the rate at which automatic muscular stableness would be recovered during remainder after initiation of viscoelastic laxness ensuing from 50 proceedingss of cyclic burden. The consequences of the survey show that the loss of automatic muscular stabilizing activity induced by the laxness developed in the viscoelastic constructions by 50 proceedingss of cyclic burden was recovered 20 % to 255 at the terminal of a 10-minute remainder. Further minor recovery of 5 % to 10 % occurred in about 20 or 30 proceedingss clip, and an extra 1 % to 2 % recovery was observed after 2hours of remainder. The response loads ensuing from electromyography activity were increasing at a really slow rate afterwards. Complete recovery did non happen in the 2-hour remainder period. Physical burden: Survey 4 ( Disc Height and Signal Intensity of the Nucleus Pulposus on Magnetic Resonance Imaging as Indexs of Lumbar Disc Degeneration12 ) The topic of this survey is chiefly the survey of lumbar phonograph record devolution with the usage of magnetic resonance imagination. The survey utilizes an experimental design whereby magnetic resonance imagination ( MRI ) is applied in the cross-sectional survey of how the lumbar spinal column perverts. The research involves scrutiny of a sum of 41 workers runing machines, 41 carpenters working in building sites, and 46 churchmans working in office, all these aged between 4o to 45 old ages, 22 pupils aged between 18 and 20 old ages are besides examined. All the scrutinies are carried out utilizing sagittal magnetic resonance imagination. From the survey it was revealed that immature workers recorded the lowest highs of phonograph record while exhibiting the highest strengths of signal. The phonograph record height recordings bit by bit increased from the workers making sedentary work ( office ) to the 1s transporting out more physical activities at all phonograph record degrees. It was further revealed that the comparative strength if the signal indicated diminishing phonograph record tallness in all workers at all signal degrees. In additive mold, the strength of the signal in relation to the businesss, in mention to the immature pupils, showed a important consequence on phonograph record tallness. The findings led to the decision that â€Å" comparative signal strength was lower in the middle-aged work forces than in the immature work forces, bespeaking age related disc devolution. Despite the general positive association between phonograph record narrowing and reduced comparative signal strength, disc contracting may act out of the blue in relation to signal strength and age. Therefore, signal strength may be a more sensitive step of disc devolution. † The strength of this survey is that it presents a good method for the survey of disc devolution. The findings aid to foreground the importance of magnetic resonance imagination and peculiarly signal strength as a method of mensurating disc devolution. This is really of import towards the direction of low back hurting as disc devolution is one of the major causes. Smoke: Survey 1 ( Effect of Nicotine on Spinal Disc Cells: A Cellular Mechanism for Disc Degeneration13 ) The chief topic in this survey is how nicotine affects spinal phonograph record cells. The survey investigates cellular mechanism in which disc decomposition can happen with the influence of nicotine. This survey is designed as an experimental probe with the purpose of finding the consequence of nicotine on the intervertebral spinal phonograph record karyon pulposus ( NP ) cells cultured in vitro. The survey aims to measure the effects of nicotine on cell proliferation, extracellular matrix production, and viability of NP cells in 3-dimensional alginate concepts cultured in vitro. The survey carried this out through research lab experiments using civilized bovine chondrocytic interverterbral phonograph record cells. The findings of this survey revealed that â€Å" there was both a dosage and time-dependent response to nicotine, with concepts cultured in low-nicotine concentration media showing an early addition in DNA, GAG, and collagen content, while concepts cultured in high nicotine concentration media demonstrated a late lessening in these parametric quantities. † Immunochemistry revealed the â€Å" presence of type I collagen on the extracellular matrix instead than the normal type II collagen seen in the controls. † In decision the survey observed that nicotine has an overall damaging consequence on NP phonograph record cells cultured in vitro. There was important suppression of cell proliferation and extracellular matrix synthesis. It was besides concluded that nicotine in baccy may hold a function in pathogenesis of disc devolution. The chief strength of this survey is that it reveals scientific consequences utilizing existent research lab experiments which were able to associate nicotine straight with disc devolution. This besides shows that ingestion of nicotine is associated with lower dorsum hurting. The lone failing is that the usage of bovid intervertebral phonograph record cells may non supply the same consequences as if existent human cells were applied therefore go forthing room for uncertainty. Smoke: Survey 2 ( Smoking and Low Back Pain14 ) This survey involved the literature reappraisal of 41 journal articles describing 47 epidemiologic surveies. The chief topic of the survey was to seek and set up the nexus of smoke and low back hurting by reexamining journal articles affecting surveies that have been carried out about the same. The survey design fundamentally involved a systematic reappraisal of the epidemiologic literature on smoke and low back hurting. The chief focal point and aim of the survey was to set up whether smoking consequences to moo back hurting and whether surcease of smoking reduces the incidence and/or prevalence of low back hurting. Basically, the 41 original research studies that presented 47 surveies, all of them published between 1974 and 1996 were reviewed. The chief focal point of the reappraisal was proving the strength of association, dose response correlativity, temporalty, decrease of symptoms with smoke surcease, and consistence of findings. The presence of positive findings was viewed in visible radiation of the definition of low back hurting. The consequences of the reappraisal revealed that there was no consistence of statistically important positive associations between smoking and low back hurting. The association, when nowadays, was normally weak and clearly evident merely in big survey samples. The reappraisal showed that no other survey features had an consequence on the frequence of positive associations. In position of these, extra analyses were performed on surveies with big samples. In general, these did non incorporate consistent positive findings in relation to dose-response, temporalty, or reversibility. The decision was made that soon, smoking should be considered a weak hazard indictor and non a cause of low back hurting. The strength of this survey lies in the fact that reappraisal of a big sample of surveies analyzing the relationship between smoke and lower back hurting produces consequences that attract greater assurance. Psychosocial factors: Systematic Review of Psychosocial Factors at Work and Private Life as Risk Factors for Back Pain15 The chief topic of this survey was reappraisal of psychosocial factors moving as hazard factors for back hurting either at place or at work. The design of the survey entails a systematic reappraisal of experimental surveies. The chief purpose of the survey was to measure whether psychosocial factors at work every bit good as in private life are risk factors for the happening of back hurting. The method applied involved a computerized bibliographical hunt of databases restricted to surveies with a cohort or case-control design. The survey revealed that there was strong grounds for low societal support in the workplace and low occupation satisfaction as hazard factors for back hurting. The survey did non happen sufficient grounds for a an consequence on a high work topographic point, high qualitative demands, low occupation content, low occupation control, and psychosocial factors in private life. In decision the survey pointed out that grounds was found for an consequence of low workplace societal support and low occupation satisfaction. Based on the reappraisal, there is grounds for an consequence of work-related psychosocial factors, but grounds for the function of specific factors has non been established yet. 3.0 Decision The systematic reappraisal carried out on the assorted surveies in this paper confirm a plausible causal relationships between some normally reported hazard factors such as high biomechanical and psychosocial demands, smoke, high organic structure mass index, and the presence of co-morbidities. The consequences of recent longitudinal surveies have confirmed some of the findings in the old reappraisals that have evaluated causal relationships between the hazard factors and specific types of Work Related Muscoskeletal Disorders ( WMSD ) . This reappraisal besides highlights the scarce grounds sing some of the often reported hazard factors for lower dorsum hurting. It is of import to underscore that the deficiency of grounds for a causal relationship between factors and low back hurting does non needfully uncover that the factor is non a hazard, but points out that farther probe is required. Factors do non necessitate surveies demoing that they are so hazards in order to impact musculoskeletal wellness. Similarly, the factors reported more often are non needfully the 1s with the highest degree of grounds showing their causal relationship with work low back hurting. Finally, the hazard factors showing a specific degree of grounds associated with them are non the lone 1s that should be considered ; they are merely the 1s that have already been tested. In visible radiation of this decision, future research and possible practical application of the findings is proposed. How to cite Biological Risk Factors Back Pain Health And Social Care Essay, Essay examples

Fast Track Couriers Pty Ltd †Get Free Sample Solution Click Now

Question: Describe about the Fast Track Couriers Pty Ltd? Answer: 1. Review Of Scenario Information Introduction The firm named Fast Track Couriers has been in to the market since long and is a courier organization that has always been operating within New South Wales for last 15 years. The primary business of the firm is all related to delivering the medium towards large size parcels across the metropolitan Sydney. Currently the firm wants to expand its market and aims towards two vital goals. They are: Goal A: It is all about implementing a proper PDA otherwise GPS usage in the productivity function upon truck fleet within first quarter of end of the financial year 2012. Goal B: It is about Implementing one person per truck policy utilizing habitual lift gates within first quarter of 2012 financial year Does The Intricacy of The Topic Intimidate You? Tame Your Fear with Unmatched Assignment Help Services from Professional Writers 2.Report On The Change Needs For The Fast Track Analysis of organisational objectives to identify change needs for the Fast Track Couriers: Identify change goals- Goal A actually is essential for the businesstowards ensuring that the firm attains all its operational as well as strategic aims and goals. The firm aims at enhancing its market reach and wants to expand to several locations where it does not exists till date. This will require the firm to develop it technologically so that it becomes capable of giving a tough competition to its competitors. Also technological enhancement will help the firm to attain better market share. Also this will enable the firm to track its delivery persons and reach them on time when needed and in case of emergencies it might prove to be very much beneficial for the firm. Goal B is also essential to the business toand it is needed as the firm company provides data and information regarding the strategies and policies procedures via a documented manual which are actually held in every truck like employee manual. This can be made advanced and employees will feel more developed and enhanced technologically through this system. One person per truck system will also ensure optimum use of the human resource as well as proper usage of all other resources in order to make the production of the firm extra efficient and effectual. The automation of the gates will help the drivers as well as they will no longer be required to lift the gates manually. This will alsomotivate the drivers and makes them feel that the firm even thinks and is concerned about the issues being faced by the drivers (Bowman and Jarrett, 1996). Who: The goal A of the firm which is all about implementation of a GPS system for tracking the trucks in order to enhance delivery time and system will directly impact the truck drivers. Also the other employees of the firm like local delivery staffs, loading and unloading workers and even the middle level managers will be affected by the implementation of this system. How: These changes will be needed to get implemented very carefully and will require a vast lot of concern. If any firm is not liking and not ready to embrace alterations and changes then that firm is going to suffer in the long run. The staffs in attainment process of both the goals will be supplied a proper training which will help them to know and better understand the changes and make it easy for them to adapt such changes. The management department will need some experts for training the staffs who would supply the knowledge of the new technology and also encourage the staffs to use novel technologies with each passing day which will help them as an individual and also the firm on a whole. When: The changes will be implemented by end of July 2011 and the results are to be evaluated in the end of financial year 2012. 4. Change Goals Related To Firms Strategic Goals STRATEGIC GOALS RELATED CHANGE GOALS To grow as well as expand the business in metropolitan locations The goal A which is about implementation of GPS will help the firm to become very fast and extra efficient in its processes of delivery and supplies. This will make the firm attain extra market share and thereby expand its market To deliver small plus medium packages and enhance the market share by 7.5%. The enhancement of market share will require more technologically developed system which will help the firm grow more and more. To develop properly integrated loom towards management of distribution using the technology GPS will integrate the management with the distribution staffs and the employers will be able to locate the trucks. To make and maintain very cohesive as well as well-aggravated workforce The truck drives through automated gate system will be made to feel that the firm cares for what hard labor they do manually, this will motivate them to great extent. 5. Cost Benefit Analysis Change requirement- The change will include many new people that is several novel employees will be recruited which will incur great cost for the firm. The main budget for the implementing of this change strategy will exclude the cost of novel trucks, technology as well as lift gates and even lost productivity commencing truckers is some $25,000. But this will be beneficial as it is expected to grow the market share of the firm by some 7.5% and even the benefit is expected to be some (By and Macleod, 2009) Cost of changes- The main budget for the implementing of this change strategy will exclude the cost of novel trucks, technology as well as lift gates and even lost productivity commencing truckers is some $25,000. Also the change will need inclusion of some 8 novel trucks for enhancing the delivery patter and decreasing the delivery time as well as this will also incur cost for the firm as buying truck will need heavy investment. Yet this will have extra advantage on the firm. Small distribution outlets will be also be positioned at the Maitland and Goulburn, Nowra as well as Bathurst and also each of them will be manned by about two staffs within next 8 months. This will also include relocation of some staffs or recruitment of new employees which again would incur cost for the firm. Even building of new hubs will bring in expense for the organization. But through all this Fast Track will complete some 20% of the deliveries towards the regional locations within next 3 years, this wil l help the firm to attain what it has planned and thereby the whole expense will be regained back by the firm. Risks- There is several risks related with the firms investments as well as changes. They are: 1. In past it was seen that the employees specially truck drivers have not accepted changes within the firm and has worked as hurdle for the implementation of the change. This might be a case in this situation as well.2. There is very vast investment and inclusion of money in the process of implementation of this change, if change does not works properly and is a failure then the firm will have to suffer a vast loss of both financial as well as human resources.3. Some old employees who might not accept the change may tend to get de-motivated and also might leave the firm Possible benefits of every change- Implementation of GPS might enhance the firm technologically The GPS system will help the firm to track its staffs all time and handle them more appropriately. The implementation of the eight new trucks will bring in extra efficiency for the firm and will enhance its delivery process. Implementation of a system of one person per truck will make many other staffs feel free as the gate system will be made automated Drivers might feel relaxed as they will not have to load and unload the parcels manually through automation of the gate Employees might feel extra happy and motivated. Assessment of benefits all against costs plus risks- CHANGE COST RISK BENEFIT Implementation of GPS system Drivers might feel that management is interfering in the process they deliver the consignments The repetition of past results which was about non-acceptance of the changes by the staffs Technologically advancement of the firm The firm might become extra competent in the market The firm might properly recognize the outstanding performance of the staffs Bringing in new trucks Need new trucks will incur cost to some 5000000 Fast Track will be able to complete some 20% of the deliveries to all the regional locations within next 3 years. The firm will be able to enhance its delivery capability Better market reach One driver per truck change Wages and salaries that will be paid to all new recruitments Automation of gate will incur cost for technology implementation Drivers might not accept the change totally Drivers might feel unhappy with the decision Most well-organized use of the resources to wrap market needs and requirements Reduced requirement for hiring external truckers Reduced probability of the lifting injury Source: (Carnall, 2001) Categorized changes- 1. Structural:The firm is attempting and finding it essential to redesign structure of firm due to some influences from the external environment. These structural changes will involve hierarchy of the authority, goals and also structural characteristics as well as administrative procedures, plus the management scheme. Almost all of the changes in the firm is the way in which First flight will manage the falls under category of the structural change. 2. Process oriented:The firm needs to reengineer the processes to attain optimum workflow as well as productivity. This Process tilting change will be related to the firms delivery process otherwise the way in which the firm will assemble all its procedures and products otherwise services (Tidd, Bessant and Pavitt, 2001). 3. People oriented:This form of change will alters attitudes and behaviours, skills, as well as performances of the drivers by training them and encouraging them towards change acceptance. Feasible- Yes the change will be highly feasible for the firm. Though it would incur much cost for the organization yet will intend to bring in vast advantages and great benefits for the firm by ensuring that it attains all its strategic as well as operational goals through enabling the staffs and changing the whole process of the working of the firm. 6. Risk Analysis of Change Requirements: CHANGE RISK BARRIER GPS implementation The employee indulged in the process might prove to be a wrong selection Technological change is most of the time not accepted totally by the old employees Training will not be completed in an evening and will require much more time and money Will need recruitment of novel experts of software as well as hardware field and finding such professional will not be an easy task The staffs might reject the change as they have done in the past Drivers and other staffs might feel they are being tracked and firm is not happy with them. Gate automation The drivers might feel they are being underestimated Incur vast cost The expert might feel difficult in implementation of this change One driver per truck The drivers who will be left surplus might become a burden on the firm Firm might lose some staffs as well It will not be an easy task to convince the staffs It will need new drivers and also new trucks Mitigation strategy- The risk mitigation strategy and planning will be a procedure of developing all the options as well as actions towards enhancing the opportunities plus reducing threats towards attainment of aims and objectives. Implementation of the risk mitigation will help the firm to execute risk mitigation activities. Risk mitigation will include tracking of the identified risks and also identification of novel risks, as well as evaluation of the risk process and even effectiveness all through the change process (Carter, 1994). Handling of risk mitigation options will include: Assuming plus accepting:Acknowledgement of the existence of the risk, as well as taking of a purposeful decision towards accepting the change without engaging within the special efforts towards controlling it will be done. The approval of the project otherwise program leaders will also be needed. Avoidance:Here the program requirements will be adjusted otherwise constraints towards elimination otherwise reduction of risk will be done. Such adjustment will be accommodated by the change within funding, schedule, otherwise technical needs. Controlling: Here actions will be implemented to minimize impact otherwise likelihood of risk. Transfer:In this plan accountabilities will be reassigned to the staffs. Watch plus Monitor:Now the change will be monitored. 7. change management plan: Change in Fast track is vital part of the organization. Moreover, several managers manage the change poorly in the firm and do not accept it wholeheartedly causing the distrust otherwise confusion for the employees as well as clients. There are several steps to this plan: a) Determine what, precisely, needs to get changed- As per the report and the strategic as well as operational aims and goals of the firm the firm needs to attain better market share in the coming future and also wants to develop its reach and aims to target new customers at metropolitans. This that is working well is to be identified and what does not requires any change also needs to be kept constant. The original problem for the Fast track is less efficient use of resources and not good market reach; also the staffs are rigid and not habituated to change (Readiness for Change, 2010).b) Brainstorm probable solutions- Here the firm needs to evaluate and analyse all possible solution to the problem. As per Fast track the firm has found two major solutions that are indulgement of GPS system and automation of the gate for enhancing the effectiveness of the firm as well as the drivers and better reach the customers. Here the firm will consider wide variety of the options so that the fir m can make proper logical decision regarding the ways to move further. For this the firm will browse websites and blogs, as well as books regarding problems the firm is facing. c) Decide the way to move further- Though people in the firm had their own voice about change to happen, the managers need to actually set direction for rest of the firm. This will need a proper time period to open, and conduct honest discussion all amongst managers about things to be changed and things not to be changed.d) Write the action steps. Then will be task to decide the way in which Fast track will address the changes plus then write it like part of the change management strategy. Here the decisions about communication of the change to all the level of employees will be done.e) Set the time frame. The actual speed of the change will be decided in this phase and decisions about the way in which change will be implemented effectively, plus the way in which people would respond to the change needs to an alysed and decided properly. Here managers need to move slowly and carefully. Moving too fast can also confuse the staff members and also make them unsettled. And then this change management strategy is to be written to reflect the appropriate speed for the firm (Connor and Lake, 1988).f) Reflect upon the way in which these changes would affect different sets of staffs- Here managers often search for ways in which the change would affect entire firm, failing towards considering the way in which each department would need to deal with change. In this case drivers, middle level managers and other staffs will all have different perspective about the change and all of them need to be handled differently.g) Identify obstacles- Then the firm ahs to identify obstacle in this case like non-acceptance of the change by staffs, need for money, budgetary obstacle and recruitment of new employees incurring vast cost for the firm as well as building of hubs in many locations and even brining inn of novel trucks are many things which could get in way of change being implemented efficiently. h) Put plan upon paper. Once the firm gets a essential change management strategy figured out, the same is to be written down and properly documented. Fat track will use all the format works that are best for the firm like approval from the manager and many more. 8. components in the plan: a. Stakeholder management:i. Main stakeholders plus roles- Stakeholders of the change will be the firms management department i.e. all the top level managers Because the change is in the whole structure of the firm and also in the functioning system.ii. Commitment level- The level of commitment needs to be very high as this change indulges vast amount of risk. It has been seen that employees of the firm have not accepted any change easily in the past thus the management needs to be very careful about this new change going to take place.iii. Issues- For attainment of these two goals the firm needs to implement a proper change in the system of the organization and also will affect the drivers and many other stakeholders. Achievement of such goals must increase the net profit within next financial year somewhat by $200,000 as of increased effectiveness and increased trade. The changes that will be implemented needs to be handled carefully and managed efficiently for attainment of better results. The actual change management plan and strategy, once accepted by General Manager, needs to be implemented without delay. Any delay might result in loss for the firm as the investment and budgets will already be allocated and delay might decrease the value of the money for the firm.b. Communication plan:i. Audience- The target audience will be drivers and also middle level as well as top level managersii. Message- The message will be conveyed regarding the change of system and gate automations as well as indulgence of GPS system in the process so hat tracking would be made more easyiii. When communication will take place- The communication will take place in a meeting organized by the firm in which all the stakeholders will be included.iv. How to communicated- The message will be communicated face to face and personally to the staff member. v. Person responsible- A leader for each group will be co=hosen and they will communicate the message to their groups (Gill, 2002). 9. Measuring success- Later the employees will be observed and also the profit of the firmin the year 2012 will give detail about the effectiveness and success of the change that took place in the firm How to report success: i. format of reports- The format of the report will be a company yearly magazine where the firm will write all its profits that will be attained after implementation of the planii. When- Yearlyiii. A copy of the report will be submitted to the management and board of directors as well. 10. List of resources a) Expert to handle technological changesb) Training rooms and proper arrangement to influence the staffs towards changec) Good motivation program for the staffsd) Proper incentives for good performing staffse) New systems and computers to handle things technologically (Kavanagh, 1994) Review Of Virtual Workplace Information Intended For Fast Track Firm- The firm is capable of communicating properly with the staffs via email for the employees in the head office and through a printed newsletter for the drivers. The firm also provides information related to policies and procedures via documented manuals which are also held in every truck like a staffs manual. All the trucks are actually fitted with the GPS system towards assisting the drivers with the navigation towards every pick up plus drop. Trucks also are assigned proper PDA which provides the drivers with details of every pick up as well as drop off plus records the time when the job starts plus finishes. Employees of the Head office work very intimately together as well as are extremely cohesive as well as motivated team. They also are very positive regarding organizations direction as well as respond properly to any change. Drivers have in the past reacted unenthusiastically to any change. Change implemented within past has always met with confrontations and was thus difficult to get implement. The firm Couriers currently has two drivers in each truck to make sure that the drivers are capable of handling loading and unloading task of heavy parcels. The plan moving is to remove need for maintaining two drivers in every truck through installing the automatic lift gate. These surplus drivers will be indulged in driving new trucks which will be bought to enable firm to extend services to the regional locations. Drivers are presently happy with work environment. The firm typically leaves drivers alone now management is trying to change the system. Results Of Survey The results of the survey showed that managerial staffs like the HR managers and other top and middle level managers were very happy with the change taking place. They felt that with technological advancement and enhancement of the firm their workload will come down to some extent and things could be handled more easily. But lower level staffs like drivers and other line mans were not seen very happy. Even the delivery staffs were unhappy with the change. Better means could have been used to communicate like the managers were informed through mails whereas a meeting could have been called up by the management team and staffs of middle level could have been given more details information regarding the decided change which could have made them feel extra happy and contended. Also c particular leader could have been allotted for some groups of staffs and the information could have been made easier and well understandable. Revised Communications Plan Analysis of old plan Evaluation of the plan Finding the drawbacks Filling the gaps left Altering the plan Making face to face communication more important Using power point presentation to communicate the changes to the staffs and explanation of the same. Needs Of Stakeholders All the stakeholders of the firm will need- 1. Proper understanding of the need for change and requirement for its proper implementation as well as management2. Stakeholders will need timely information about the change3. All the details be its major or minor related to the change which is going to take place4. All the financial details and budgets allocated as well as a total risk and return analysis and also the details brought in through the survey (Graetz and Smith, 2010) Creative Technique Maintaining transparency among the management and the other working staffs Development of better employee employer relation Being friendly with all the staffs Communicating face to face so that two way communications can be developed. Plan To Communicate With Truck Driver Analysing all the drivers that will be targeted Bring out most problematic ones Make a proper plan and call up the trade union Negotiate with the union leader Try to explain the facts and details of the change and the benefits the firm as well as the drivers will attain through the change Making of a proper power point presentation that would pictorially represent the facts and details Indulging proper motivators and counsellors Arranging for a meeting with the drivers Conducting the meeting Conclusion: Any change management task is not easy and includes several step and procedures. Its vital for nay firm to move on a new path and that when it needs to handle so many staffs at same time. Thus the firm needs to concentrate a lot on the facts and details regarding the change management and also indulge theories related to the issue for attainment of better results. In a nutshell here are all the facts related to the case that happened in the Fast track courier firm and the way in which the firm managed to handle the issues and implement as well as communicate the change effectively. References Bowman, C. and Jarrett, M. (1996). Management in practice. Oxford: Butterworth-Heinemann. By, R. and Macleod, C. (2009). Managing organizational change in public services. London: Routledge. Carnall, C. (2001). The Change Monster. Journal of Change Management, 2(1), pp.91-91. Carter, W. (1994). Managing organizational change. New York: McGraw-Hill. Connor, P. and Lake, L. (1988). Managing organizational change. New York: Praeger. Gill, R. (2002). Change management--or change leadership?. Journal of Change Management, 3(4), pp.307-318. Graetz, F. and Smith, A. (2010). Managing Organizational Change: A Philosophies of Change Approach. Journal of Change Management, 10(2), pp.135-154. Kavanagh, M. (1994). Change, Change, Change. Group Organization Management, 19(2), pp.139-140. Readiness for Change. (2010). Journal of Change Management, 10(4), pp.445-447. Tidd, J., Bessant, J. and Pavitt, K. (2001). Managing innovation. Chichester [England]: John Wiley.

Rebellion against parental control is part of growing up free essay sample

Since young, children have been under paternal control. As they grow up, it is natural for them to rebel against what their parents tell or want them to do after years of being under paternal control. Most parents dislike it and find it frustrating that their children are rebelling against them. However I feel that rebellion against paternal control has its own benefits, if the rebellion is to a certain extent whereby the consequences of their rebellious actions do not affect their future negatively. Hence, I agree that rebellion against parental control is part of growing up. Firstly, rebellion against parental control while growing up may be due to children’s curiousity regarding the bigger world out there that they have not experienced yet. Having grown up under their parents’ control for so many years, it is natural for children to tend to have the urge to find out more about things they do not know which are deemed unfit by their parents. We will write a custom essay sample on Rebellion against parental control is part of growing up or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page For example, parents may forbid their children from going out with their friends, fearing for their safety and due the insecurity they feel as they do not know their children’s friends well and may not be able to trust them. However, if a child rebels against his parents in this situation, he will be able to make more memories with his friends, learn how to take care of himself and how to make the right decisions. Besides children’s inquisitive nature, rebellion against parental control may also be due to a child hoping to learn to become independent. Under parental control, a child always has to listen what their parents say and his actions are always observed by his parents. With such limitations, a child cannot fully discover who he is and unable to learn new skills like responsibility and teamwork which are essential for survival in this harsh society nowadays. By rebelling against parental control, a child can break out of their comfort zone that they have been restricted to for many years and learn to discover what his own interests are and will be happier doing the things that he likes, instead of merely following what his parents want him to do. Lastly, rebellion against parental control may be a result of peer pressure. As a child matures, his group of friends changes too. His friends may have certain interests and he may feel left out if he doesn’t take part in the same activities as them. One example is having a group of friends that like music and the child is the only one without any musical background. His parents may disapprove him going for music lessons as they find it a waste of time and money. However due to the peer pressure, he may rebel against his parents and go for music lessons himself if he has the financial means to do so. This may end up as a benefit for the child as he discovers something new that he might be good at. If he still doesn’t have any interest after a few lessons, it will still be a good experience for him after stepping out of his comfort zone too. In conclusion, rebellion against parental control is part of growing up due to a child’s curiousity, his wish to become independent or peer pressure. Whatever the reason is behind a child’s rebellion, I feel that it is completely natural for children to rebel as they grow up as they will also mature and learn important skills that they require in life. However as the extent to how children may vary, some children may rebel and end up committing acts that may affect their future negatively such as excessive alcohol consumption and shoplifting. Therefore, I think that while parents must still keep an eye on their children, they should learn how let go of their children bit by bit as one day they will all become independent adults too.

Graphic Design essays

Graphic Design essays Today, graphic design has become second nature. In fact, most people do not even realize that every day they are viewing thousands of visuals from the label on their coffee in the morning, to the billboard on the way to work, to the advertisement being pulled by the plane, to the toothpaste packaging before they go to sleep. The basis, or intellectual model, for this widespread art form of graphic designor the use of typographic, color and layout as well as text elements to communicate an idea or conceptgoes back about three hundreds years ago to European book production and composition. Graphics are as much a part of the history of culture as the oral and written word. From the time that Gutenberg invented mass printing production to the current websites, graphic design has grown and evolved with technology. First came the scores of books that could be printed at a time, instead of one-by-one by hand, then more elaborate engravings with copper plates. By the late 1700s to early 1800s, even before the industrial revolution, graphics were visible on fliers, signs, posters, banners, as Graphic design has become a vital component of each culture and period of human history since then including: The Arts and Crafts Movement, Victorian artwork, Art Nouveau commercialism, Modern Art design, visual corporate logos and identity, postmodern design and the computer graphics What many people do not realize is that graphic design is a science, or a specific branch of measurable data and laws that maintains consistency and standardization. At the end of the 17th century, typography body types were still not numbered, but received names instead. These were often based on the title of books, such as Cicero used in Epistles. However, this period of time was also the age of Enlightenment. Louis XIV, founded the Imprimerie Royale in 1692 at the requ...

Strategic Management of Cooper Industries Case Study

Strategic Management of Cooper Industries - Case Study Example It is evidently clear from the discussion that Cooper Industries had always been aggressive in its diversification strategies as a means to add value to its manufacturing. While the period from 1967- 1970 was marked by the acquisition of related industries, Cooper industries grew from diversification by acquiring unrelated industries in the year 1980. Cooper Industries considered situations of crisis as opportunities and thus followed three basic principles while deciding upon acquisitions: the target company should be a market leader, the target company should be stable and has a good market for its offerings, the acquisition should make Cooper Industries a market leader in the respective industry. In its diversification regime, Cooper Industries had suffered both profits and losses. For instance, the acquisitions of hand tools, Gardner-Denver and Crouse-Hinds supplied diversification revenues while Dresser and Carrier and Black and Decker resulted in loss conditions. Thus, deciding upon the acquisition of Cameron Iron Works and Champion Spark Plugs is a dicey situation for it where it has to analyze its strengths, weakness and other factors which can provide efficiency without raising the debt burden. Over a period of thirty years, Cooper Industries acquired almost 60 manufacturing companies to add on to its manufacturing expertise. This not only made it independent of the external environmental pressures but also provided diversified revenue base where the sale of one segment compensated for another during tough times. Its organizational strategy was also aligned to the business strategy where every single acquisition was first closely analyzed and then acquired. Its MD&P (Management Development & Planning) division constantly worked on acquisitions to eliminate poor performing or redundant product lines and integrates the acquired business into its own. In these efforts, even relocation of acquired companies plants or reorganizing the staff made all the acq uired companies its profit centers. In order to gain a better understanding of its internal and external environment, the SWOT analysis puts the light.

Adolf Hitler Research Paper Example | Topics and Well Written Essays - 750 words

Adolf Hitler - Research Paper Example However, his rule ended following the U.S and Russia invasion that led to German defeat and unconditional surrender. After German’s defeat, Hitler committed suicide to avoid being captured and tried for crimes against humanity (Price 35). During his aggressive years, and in the quest to rule over Germany, Adolf left Vienna to settle in Munich but was coerced to return to Austria-Hungary. In the following year, he willingly joined the Bavarian army where he served during the First World War period. His war experiences influenced his thinking about the future of Germany. Following the end of world war one, Hitler took over the German Nationalist Socialist Party, which hoped, would propel him to power. He was an ambitious person who hoped to restructure and rebuild Germany following its humiliation in the First World War. In his program, Hitler aimed to build a racist German that could conquer a series of wars to expand people of German descent to the entire part of world and exclusively take control over it (Toland 51). Hitler believed that Germany had to fight wars all over the world in order to settle German people everywhere on the globe. In his quest for world domination, he started by invading Czechoslovakia, which was followed by a difficult against Britain and France. In his third war, he hoped to fight the Soviet Unions, which he thought would be easy and simple, and would offer raw materials particularly oil for the fourth war against the United States of America. Hitler assumed that the war against the United States of America would be simple because German would use super battle ships and planes that would hit the powerful U.S navy. Once he assumed power in German, all these plans and preparations were implemented but failed to bear fruits since enemies he perceived as weak and feeble fiercely repelled him. In 1938, Hitler invaded Poland and Czechoslovakia as a strategic position to attack France and

Role of Human Resource Managers in Diversity Management

Role of Human Resource Managers in Diversity Management CHAPTER 1: INTRODUCTION This chapter presents the background of the research on â€Å"How can international human resources managers effectively manage diversity in multinational company?†- Case study Tesco. The company overview of Tesco in UK, background of the research, organisation background, rationale statement, research questions, and purpose of the research conducted the aim and objectives of the research identified by researcher. The structure of the dissertation is described at the end of the chapter. 1.1 Background of the Research 1.1.1 Managing Diversity Managing diversity means maximizing diversitys potential benefits such as greater cultural awareness and broader language skills, while minimizing the potential barriers such as prejudices and bias that can undermine the companys performance. Dessler (2008, p.61) referred to diversity as potentially a double-edged sword. Generally diversity refers to the variety or multiplicity of demographic features that characterize a companys workforce, in terms of race, sex, culture, national origin, age and religion. Many organisations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing link between how the human resource managers deal with diversity and its impact on the organisation is a diversity strategy that is executed using a planned approach to systemically manage diversity (Leopold Harris 2009). The increasing diversity and changing demographics of the UK workforce, the expansion of anti-discrimination legislation, legal rights for individuals with caring responsibilities and government policy commitment to the work-life balance have created new challenges for employers across employment sectors. This research explores some of the issues that arise for employers, managers and employees in the development and application of multinational organisational human resourcing policies which are intended to promote equality of treatment and recognize diversity in the workforce. The 2004 WERS survey (Kersley et al., 2006) found that 73 percent of workplaces had a final written equal opportunities policy or a policy on managing diversity compared to 64 percent in 1998. This figure increased to 98 percent in the public sector (97 percent in 1998) with the incidence of formal policy being higher in large workplaces which means that most employees work in establishments with a formal poli cy. This was evident in the 2007 CIPD annual recruitment and retention survey which revealed that only half of the 905 participating organisations had a formal diversity strategy although again the public sector is more proactive with 83 percent reporting a strategic approach to diversity (CIPD, 2007 a). Todays business and service organisations are meeting the challenge which demands systematic efforts, as many of them have come to realize. Whether the multi-cultural character of the organisation arises from its international workforce and its local operations in various countries, from the mixed backgrounds of a workforce in a single location, the organisation must address this diversity if it is to be successful. Groups of people see the world through their own set of assumptions, values, beliefs, customs, traditions and attitudes that are shared by an organisations members. Learn about their culture and how it shaped them, and aim to understand how other culture work that can be an effective global manager. 1.2 Organisation Background In this research, selected company will be Tesco Metro (Whitton, Branch) London outlet where different cultural people working. Tesco is one of the UKs major retail supermarkets. Tesco is an international retailer where there are working different countries and cross-cultural people. This research is a collection of how the Tesco Company has used diversity to support their business goals and valuable learning and what makes good diversity practice. Tesco is the fastest and largest growing retail chain in UK as well as international arena. Tesco started its journey in 1919 in the East End of London. As a result, Tesco came as a national store across the country in 1970. To beat others and to reach top Tesco brings more innovative idea and implemented those from 1992 to 2004 like slogan â€Å"every little help†, Tesco value, Club card, 24 hours service, Online service and so on (A history of Tesco: The rise of Britains biggest supermarket). Tesco is operating in the UK set its position as a market leader with over  £2 billion of profit with total 3728 stores around the world, where in the UK 2,306 stores and employing over 286,394 staff. It provides online services through its subsidiary, Tesco.com. The UK is the companys largest market where it operates under four banners of Extra, Superstore, Metro and Express. The company sells almost 40,000 food products, including clothing and other non-foods lines. The companys own-label products (50 percent of sales) are at three levels; value, normal and finest. As well as convenience produce many stores have gas stations, becoming one of Britains largest independent petrol retailers (Tesco Annual Report Review, 2009). According to market share Tescos positions in number one in UK and third position around the world. Tesco is the market leader with 30.40% (March, 09) of market share though its lost a bit of market share 0.5% in recent year due to credit crunch. Tesco market s hare is nearly two times higher than other retail shop like Asda (17.5%), Sainsbury (16.1%). (Retail Analysis) Tesco has a very friendly and supporting approach in the routine ways that staffs at Tesco behave towards each other, and towards those outside the company that can make up the ways people do things, where at great place to work. The control systems and measurements are constantly under the management review to monitor the efficiency of the staff and managers decisions. On-going meetings and communication at every level of the companys hierarchy represent a strong internal environment (Tescos Value and Strategy). Cultural web theory application (The cultural web theory is also an effective analysis for management in order to represent the underlying assumptions linked to political, symbolic and structural aspect of the company) is a useful tool in considering the cultural context for Tescos business (Tescos Value and Strategy). Culture generally tends to consist of layers of values, beliefs and taken for-granted actions and ways of doing business within and outside the company. Therefore, the concept of cultural web is the representation of these actions taken for granted for understanding how they connect and influence the strategy (Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also useful to understand and characterise both the companys culture and the subcultures in adaptation of future strategies. 1.3 Rationale statement Generally, a self assessment for international human resource managers is to evaluate and improve their global management skills. But it also creates a challenge for individual managers who must manage with working across geographic and cultural areas; understand how issues of managing diversity inform and influence human resource strategies and evaluate the respective responsibilities of international human resource managers for managing diversity policies and practices. The key concept of managing diversity accepts that different cultural workforce consists of a diverse population of people. The diversity management can recognize a wide range of individual differences and benefits to the employment relationship to individual needs which can lead to the organisational competitive advantage. This research explores the key principle of diversity in one of UKs leading super market named Tesco Metro (Whitton Branch) London. The researcher intends that how managers mange working with diversity people in workplace in Tesco, whereas equal opportunity focuses on different ethnic groups. 1.4 Research Questions As human resource manager in a multinational company needs to consider the following major issues: 1. How people manage a group of different culture people? 2. What is the communication within work? 3. How do the managers manage diversity and equal opportunity within the service? 4. How can the manager influence teams performance? 5. How can the manager help people learn and develop? 6. How can the manager help people to manage change? 7. How he is motivating people? 8. How can the manager handle equal opportunity? 9. What strategy managers should apply to get a good result from employees? How a human resource manager can handle all those areas and successfully the organisations mission with different countrys people. 1.5 Purpose of the Research 1.5.1 Research Aim The aim of the dissertation is to analyse the competitive advantage of the organization that are managing people as assets which are fundamental. And to examine diversity, equality and discrimination issues in a multinational company, in the particular way of human resource managers to manage work with different culture people. Tesco has been used as a case study in this dissertation. 1.5.2 Research Objectives 1) An international human resource managers needs to know the way of managing people in the organisation. An overview of what a manager needs to do in relations to managing people in a changing environment which will be include at diversity issues and international human resource management policies. 2) To observe a multicultural company from the perspectives of diverse social peoples. 3) For an organisation to succeed on a global scale, radical shifts in business procedures are required. To become a successful global manager is to develop a global outlook. 4) A global manager needs to know what point an organisation has reached in the globalization process, and where it wants to go. Understand the process and recognize the strategies that will give the organisation a global advantage. 5) Understanding people as individuals and recognizing their differences as well as drawing up some general principles for managing them like motivates them, job satisfaction, and job design. 6) Recruiting, and selecting the right people. This research will disclose some essential factors which help organisations to maintain their diversity effectively within the organisation and make a fair working environment of employees within the organisation. 1.6 Structure of the Dissertation The dissertation report has been structured into the following chapters. Chapter 1: This provides an introduction to the research, where justification of the research is presented and the purpose of the research is explained. Chapter 2: The second chapter is the literature review of this dissertation concerned about, the works of various authors who have discussed relevant existing theories and policy of diversity and the different interpretations of diversity management which is based on secondary data. Those relevant theories and policy will help to find out the appropriate analyse of the following research. Chapter 3: The third chapter will discuss the research methodology. Research method presents the research philosophy, approach and sampling, data collection procedures and shows the right direction to achieve an outcome. This chapter also explains the reasons behind the use of selected research method and the advantages by using the research approach. Chapter 4: This chapter contains the analysis and findings. This part of dissertation informed the research findings quantitatively with the help of constructed research model and research hypotheses. It also shows the data gathered in the company through interview and questionnaire of Tescos managers and employees, and analysis the data to provide a productive meaning of the research finding. Chapter 5: This chapter encloses the conclusion of the dissertation within the research questions and objectives, describe limitation of research and recommends opportunity for further research. CHAPTER 2: LITERATURE REVIEW 2.1 Introduction This chapter discusses the works of various authors and scholars who have highlighted theoretical exploration of the existing knowledge that is relevant to the diversity area. This chapter also focuses on similar and contrasting perspectives that researchers have used to approach this research areas. 2.2 What is Diversity Diversity means relating and working with people who hold different perspectives and views and bringing different qualities to the workplace. According to (Kandola Fullerton 1994, p.19) diversity consists of visible and non-visible differences which will include age, background, race, sex, disability, personality and lifestyle. The concept of diversity means respect and acceptance, means understanding each individual is unique and recognizing our individuals differences. It can be the aspects of race, age, gender, ethnicity, sex, disability, religious beliefs, and political views and so on. It is also exploration of these differences in a safe positive and development organizational environment. As the Wall Street Journal (2005) put about diversity, as companies do more and more business around the world, diversity is simple a matter of doing what is fair or good public relations which is a business imperative but diversity is supposed to enrich an organisations human capital, whereas equal opportunity focuses on various ethnic groups. Brewster (2002) defined that managing diversity tries to build specific skills and to create policies that derive the best from each employee and it is based on the assumption that diverse groups will create new ways of working together and have understanding in that group, profit and productivity will increase in the organisation. Where he found, diversity management is fast becoming a management approach that is being applied effectively within the organizations. 2.3 Benefits of Diversity Diversity needs to be seen as an integral part of the business plan, essential to successful products and increased sales. This is especially true in todays global marketplace, as organizations interact with different cultures and people. Kandola Fullerton (1998) identified the possible areas of diversity benefits, these are: a) Creativity increases when people with different ways of solving difficult problems work together towards a common solution and the more ideas can obtain from different people. b) Productivity increases when people are from all cultures pull together towards a single inspiring goal. Increased productivity is an obvious advantage of diversity in the workplace. c) Provide strong leadership they take strong stands on advocating the need for a diverse workforce and can handle effectively different cultural people. d) New attitudes are brought to the business by people from diverse cultures. In most other countries around the world time is for building relationships and an integral part of getting to know that are considering doing business with before starting a transaction. e) Provide diversity training and education are obviously needed in todays increasingly global market and diverse employees often have this ability. Every company needs specific knowledge or language skills where the international job seekers have the advantage. f) New processes when people are with different ideas come together and collaborate. In todays first moving world, employee must bring multiple skills to the working environment and adapt quickly to new situations. (Harris et al. 2003) International human resource manager can make organisations more successful and productive by managing diversity in the work place. Diversity brings real benefits to business environment where employing a diverse workforce enables it to use a wider range of skills and lead to creativity and innovation. 2.4 Human Resource (HR) Policies HR policies provide guidelines on how key aspects of people management should be handled. The aim is to ensure that any HR issues are dealt with the values of the organisation with certain principles. Armstrong (2009) defined the philosophies and values of the organisation on how people should be treated and all organisations have HR policies. HR policies can be expressed formally as overall statements of the values of the organisation or in specific areas. Kandola Fullerton (1994), these values are espoused by many organizations in one form or another. HR policy on managing diversity recognizes that there are differences among employees and properly managed where will enable work to be more effectively. 2.5 Managing Workforce Diversity Legislation and the high profile of equal opportunities in the UK has had both positive and negative effects on the way people view each other, (Barker, 2000). On the one hand, there is now widespread recognition that discrimination at work on the grounds of gender, race or ability alone is unjust, although the practice still continues. However, the grouping of minorities such as women or ethnic or disabled has produced responses. More recent thinking has moved towards ‘managing diversity-recognizing and valuing differences in people and their unique contributions to the workforce. Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This requires the company to develop employees that they are comfortable working with others from a variety of ethnic, racial and religious backgrounds. Noe et al. (2003) found that managing diversity may require changing the company culture. It includes the companys standards and how employees are treated, competitiveness, innovation and risk taking. Where management of diversity has been linked to innovation, improved productivity, lower employee turnover and other costs related to human resources, (Cox, 1993, p.24). Price (1997, p.265) noted that the management of diversity goes beyond equal opportunity instead of allowing a greater range of people the opportunity to ‘fit in the concept of diversity embodies the belief that people should be valued for their differences and variety. Diversity perceived to enrich an organisations human capital. Whereas equal opportunity focuses on various disadvantaged groups, the management of diversity is about individuals and model of resourcing aimed at finding flexible employees. According to Harvard Business Review, managing diversity does not mean controlling or containing diversity, it means enabling every member of workforce to perform to their potential and getting from employees; everything right to expect and if it is well then thing they have to give, (Thomas, 2001). The future success of any organisations relies on the ability to manage a diverse of capacity that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organisational asset if an organisation is able to make the most of diverse talents. Especially for multinational companies, who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be aware and may utilize a Think Global, Act Local approach in most circumstances, (Jackson, 2002). The goals of diversity training are eliminate values and managerial practices that restrain employees personal development and allow employees to contribute to organisational goals within the cultural background, (Jackson Associates, 1992). It is because of equal opportunity employment laws that companies have focused on ensuring equal access to jobs. With a population attempt towards high technology and knowledge-based economy; foreign ability are tempt to share their expertise in these areas. Thus human resource managers have to undergo cultural-based human resource management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. 2.6 Achieving Equality and diversity Approach The diversity approaches argue that diverse workgroups generate wealthier ideas and solutions than homogenous groups where benefits of diversity management include a greater concern for socially responsible behavior in organisations and more flexibility in organizational policies, (Wentling Palma-Rivas, 1998, p.237). Ross Schneider (1992, p.49) discussed the fundamental perspective from equality to diversity that employers will find competitive advantage in encouraging diversity at work. Equal opportunities should become internally driven not externally imposed and focused on individuals where the responsibility of all. Fredman (2001) observes that traditionally equality laws have been informed by neutrality, individualism and promotion of autonomy principles. These principles aim to ensure that people are treated in the same way and appear to be the most consideration in the UK anti-discrimination framework which is an approach to workplace equality based on achieving fairness. Walsh (2007) in her analysis of the 2004 Workplace Employment Relations Survey findings points out that womens representation in senior management in UK workplaces had only marginally improved by 2 percent between 1998 and 2004. So diversity is a concept which recognises the benefits to be gained from differences and equal opportunity has traditionally been a concept, which sought to legislate against discrimination. These two concepts have the following characteristics:. Those characteristics suggest that how organisations can move from where most are at present to a situation in which diversity enters the majority. 2.7 How the Diversity Concept has developed Changes in the social and economic landscape led to legislation covering equal pay, sex and racial discrimination in the 1970s, followed by disability laws in the 1990s, (Daniels Macdonald, 2005). More recently discrimination of sexual orientation and religion has been added by the law. By 1990s, it was being recognised that they had limited success in achieving their goals. At around the same time, researchers were also finding that culturally diverse teams were more creative than homogenous teams and contributed more effectively to meeting organisational goals. Three separate commissions have promoted equality and particular aspects of the legislation: the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. From October 2007, a new Equality and Human Rights Commission has been established to cover all equality issues as well as of human rights, from (CIPD, 2007). From the recent survey, unemployment is twice as high among people from ethnic minorities, although in UK relatively more Asian and Black African graduates than white graduates where only 12 percent of white men are in professional occupations. Statistical survey found that 41 percent of white women in employment work part-time but only 7 percent of white men and as opposed to 38 percent of Bangladeshi men, (http://www.cipd.co.uk/surveys). 2.8 Diversity Policy Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. The perspectives of diversity policy may lead to a variety of different consequences for decision-making teams in the organisation. 2.8.1 The Business Issues Equal opportunities are often seen as meaning treating everyone in exactly the same way. Kandola (2006) argued that the social justice and business issues for diversity are complementary because unless people are treated fairly at work they will therefore under-perform. But diversity takes equality forward and evidence indicates that organisations that are serious about diversity show better overall financial performance. Diversity policies also help organisations to create an environment in which people from all backgrounds can work together. 2.8.2 People Issues People are aspiring to work for employers with good employment practices and feel valued at work place. Dowling et al. (1999, p.262) states that to be competitive organisations need to derive the best contributions from everyone and need to create an inclusive workplace culture in which everyone feels valued. The HRM aspects are operating different countries as a way of illustrating the situation that may confront multinationals attempting to penetrate developing markets. 2.9 The Nature of Diversity in Decision-Making Teams Many organisations use the term diversity to refer only to demographic differences among employees, with gender, ethnicity and age being the dimensions of greatest concern. Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. Diversity may lead to a variety of different consequences for decision-making teams. 2.9.1 Gender Diversity Gender diversity in teams may indicate the extent to which team members form same gender relationships outside the team. Studies on social networks suggest that employees form relationships with each other based on their gender. In a study of male and female managers in an advertising firm, Ibarra (1995) found that men and women formed same gender networks that served both social and instrumental goals. 2.9.2 Ethnicity Diversity Social identity and organisational demography suggests that people are preferred to interact with members of their own identity group rather than with members of other groups. Where white males tend to perform in higher positions, (Chow Crawford, 2004) females and ethnic minorities tend to occupy more junior positions. Experiences of racism shared by women and members of different ethnic groups affect their attitudes and behaviours in the workplace. 2.9.3 Age Diversity People within age groups share common experiences, attitudes and values (Lawrence, 1988), a persons age can act as an indication that triggers social categorization processes and promotes communication among group members. Descriptions of workforce demographics usually emphasize the fact that the average age of the work force is increasing but the distribution of ages represented in the workforce is also changing. Following figure showing age distribution where non-white groups are younger: White groups have an older age structure where the mixed group had the youngest age structure 50 percent were under the aged of 16. The Bangladeshi, other Black and Pakistani groups also had young age structures of 38 percent were aged 16. This was almost double the proportion of the White British group, where 20 percent were under the age of 16. 2.10 Managing Diversity is Different from Affirmative Action Managing diversity focuses on maximizing the ability of all employees to contribute to organisational goals. Affirmative action focuses on specific groups because of historical discrimination, such as people of colour and women, (Kravitz Klineberg, 2000). Affirmative action emphasizes legal necessity and social responsibility where managing diversity emphasizes business necessity. So it is much more inclusive and acknowledges that diversity must work for everyone. Affirmative actions having the employer take actions in recruitment, hiring, promotions and compensation to eliminate the present effects of past discrimination. Affirmative action is still a significant workplace issue today. The incidence of major court-mandated affirmative action is down, but courts still use them. Furthermore, many employers must still engage in voluntary programs. For example, executive order 11246 (issued in 1965) requires federal contractors to take affirmative action to improve employment opportunities for groups such as women and racial minorities. EEO 11246 covers about 26 million workers about 22 percent of the US workforce, (Dessler 2008, p.63). 2.11 Organisational Context Managerial approaches to diversity will inevitably be informed by the specific organisational context. Attracting different types of people to an organisation will be determined by peoples perceptions of the industry in which the organisation operates. The image and reputation of the organisation as an employer will affect the types of people attracted to the organisation, (Markwick Fill, 1997). The maternity and children specialist retailer who came 18th in the 2008 Sunday Times 20 Best Big Companies to Work For list attribute their ranking to a number of factors to their employer brand. These include an emphasis on work-life balance, flexible working, better than average maternity pay and leave. These argue helps to attract and retain staff especially female employees, (Leopold Harris, 2009). If an organisation is able to employ a diverse workforce, the extent to which these individual differences are recognised in employment practices will be significantly affected by the size and structure of the organisation. 2.12 Diversity in Multinational Companies As more and more organisations become global and people of different cultures and ethnic backgrounds work together, the need for multicultural understanding becoming obvious to many organisation. Harris et al. (2003, p.25) referred that a multinational team would be much stronger in communication which is vital aspect in business. Most of the multinational company gives priority to work with diversity people as a result they are success in international market. Ansari Jackson (1995, p.12) described, multicultural teams led to more people from different culture and ethnic intermarrying. Globalisation and advances in communication and technology have reduced trade barriers and increased interaction among people. Companies and leaders who recognise the cultural diversity and find the right cultural mixture among the team can achieve comparative advantages. To understand how diversity is managed in multinational company, in that case need to understand the concept of corporate culture which describe the organisational diversity programs and how to minimize conflict between employees. 2.13 Why Culture Counts According to Mattock (1999) organisations have moved on from international to multinational to global. Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. As a manager need to successful interaction with others like sharing ideas, their needs and helping to improve performance, where need to consider cultural context. A diverse multi cultural work place enables a company to handle diverse projects. Erlenkamp (2007, p.7) found, in the last decades many scientist tried to define intercultural difference to enhance the communication between different cultures. ‘The most important studies were conducted by Geert Hofstede, Edward Hall and Fons Trompenaars, that shows the importance of multicultural workforce and HRM of many organisations do study these theories to implement it in their employee training. 2.14 Understanding Cross-Cultural Communication Language issues can develop into a source of conflict and inequality within culturally diverse organisations becomes more and more multicultural, (Ansari Jackson 1995). In the international business environment of today and tomorrow communication is a business necessity Role of Human Resource Managers in Diversity Management Role of Human Resource Managers in Diversity Management CHAPTER 1: INTRODUCTION This chapter presents the background of the research on â€Å"How can international human resources managers effectively manage diversity in multinational company?†- Case study Tesco. The company overview of Tesco in UK, background of the research, organisation background, rationale statement, research questions, and purpose of the research conducted the aim and objectives of the research identified by researcher. The structure of the dissertation is described at the end of the chapter. 1.1 Background of the Research 1.1.1 Managing Diversity Managing diversity means maximizing diversitys potential benefits such as greater cultural awareness and broader language skills, while minimizing the potential barriers such as prejudices and bias that can undermine the companys performance. Dessler (2008, p.61) referred to diversity as potentially a double-edged sword. Generally diversity refers to the variety or multiplicity of demographic features that characterize a companys workforce, in terms of race, sex, culture, national origin, age and religion. Many organisations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing link between how the human resource managers deal with diversity and its impact on the organisation is a diversity strategy that is executed using a planned approach to systemically manage diversity (Leopold Harris 2009). The increasing diversity and changing demographics of the UK workforce, the expansion of anti-discrimination legislation, legal rights for individuals with caring responsibilities and government policy commitment to the work-life balance have created new challenges for employers across employment sectors. This research explores some of the issues that arise for employers, managers and employees in the development and application of multinational organisational human resourcing policies which are intended to promote equality of treatment and recognize diversity in the workforce. The 2004 WERS survey (Kersley et al., 2006) found that 73 percent of workplaces had a final written equal opportunities policy or a policy on managing diversity compared to 64 percent in 1998. This figure increased to 98 percent in the public sector (97 percent in 1998) with the incidence of formal policy being higher in large workplaces which means that most employees work in establishments with a formal poli cy. This was evident in the 2007 CIPD annual recruitment and retention survey which revealed that only half of the 905 participating organisations had a formal diversity strategy although again the public sector is more proactive with 83 percent reporting a strategic approach to diversity (CIPD, 2007 a). Todays business and service organisations are meeting the challenge which demands systematic efforts, as many of them have come to realize. Whether the multi-cultural character of the organisation arises from its international workforce and its local operations in various countries, from the mixed backgrounds of a workforce in a single location, the organisation must address this diversity if it is to be successful. Groups of people see the world through their own set of assumptions, values, beliefs, customs, traditions and attitudes that are shared by an organisations members. Learn about their culture and how it shaped them, and aim to understand how other culture work that can be an effective global manager. 1.2 Organisation Background In this research, selected company will be Tesco Metro (Whitton, Branch) London outlet where different cultural people working. Tesco is one of the UKs major retail supermarkets. Tesco is an international retailer where there are working different countries and cross-cultural people. This research is a collection of how the Tesco Company has used diversity to support their business goals and valuable learning and what makes good diversity practice. Tesco is the fastest and largest growing retail chain in UK as well as international arena. Tesco started its journey in 1919 in the East End of London. As a result, Tesco came as a national store across the country in 1970. To beat others and to reach top Tesco brings more innovative idea and implemented those from 1992 to 2004 like slogan â€Å"every little help†, Tesco value, Club card, 24 hours service, Online service and so on (A history of Tesco: The rise of Britains biggest supermarket). Tesco is operating in the UK set its position as a market leader with over  £2 billion of profit with total 3728 stores around the world, where in the UK 2,306 stores and employing over 286,394 staff. It provides online services through its subsidiary, Tesco.com. The UK is the companys largest market where it operates under four banners of Extra, Superstore, Metro and Express. The company sells almost 40,000 food products, including clothing and other non-foods lines. The companys own-label products (50 percent of sales) are at three levels; value, normal and finest. As well as convenience produce many stores have gas stations, becoming one of Britains largest independent petrol retailers (Tesco Annual Report Review, 2009). According to market share Tescos positions in number one in UK and third position around the world. Tesco is the market leader with 30.40% (March, 09) of market share though its lost a bit of market share 0.5% in recent year due to credit crunch. Tesco market s hare is nearly two times higher than other retail shop like Asda (17.5%), Sainsbury (16.1%). (Retail Analysis) Tesco has a very friendly and supporting approach in the routine ways that staffs at Tesco behave towards each other, and towards those outside the company that can make up the ways people do things, where at great place to work. The control systems and measurements are constantly under the management review to monitor the efficiency of the staff and managers decisions. On-going meetings and communication at every level of the companys hierarchy represent a strong internal environment (Tescos Value and Strategy). Cultural web theory application (The cultural web theory is also an effective analysis for management in order to represent the underlying assumptions linked to political, symbolic and structural aspect of the company) is a useful tool in considering the cultural context for Tescos business (Tescos Value and Strategy). Culture generally tends to consist of layers of values, beliefs and taken for-granted actions and ways of doing business within and outside the company. Therefore, the concept of cultural web is the representation of these actions taken for granted for understanding how they connect and influence the strategy (Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also useful to understand and characterise both the companys culture and the subcultures in adaptation of future strategies. 1.3 Rationale statement Generally, a self assessment for international human resource managers is to evaluate and improve their global management skills. But it also creates a challenge for individual managers who must manage with working across geographic and cultural areas; understand how issues of managing diversity inform and influence human resource strategies and evaluate the respective responsibilities of international human resource managers for managing diversity policies and practices. The key concept of managing diversity accepts that different cultural workforce consists of a diverse population of people. The diversity management can recognize a wide range of individual differences and benefits to the employment relationship to individual needs which can lead to the organisational competitive advantage. This research explores the key principle of diversity in one of UKs leading super market named Tesco Metro (Whitton Branch) London. The researcher intends that how managers mange working with diversity people in workplace in Tesco, whereas equal opportunity focuses on different ethnic groups. 1.4 Research Questions As human resource manager in a multinational company needs to consider the following major issues: 1. How people manage a group of different culture people? 2. What is the communication within work? 3. How do the managers manage diversity and equal opportunity within the service? 4. How can the manager influence teams performance? 5. How can the manager help people learn and develop? 6. How can the manager help people to manage change? 7. How he is motivating people? 8. How can the manager handle equal opportunity? 9. What strategy managers should apply to get a good result from employees? How a human resource manager can handle all those areas and successfully the organisations mission with different countrys people. 1.5 Purpose of the Research 1.5.1 Research Aim The aim of the dissertation is to analyse the competitive advantage of the organization that are managing people as assets which are fundamental. And to examine diversity, equality and discrimination issues in a multinational company, in the particular way of human resource managers to manage work with different culture people. Tesco has been used as a case study in this dissertation. 1.5.2 Research Objectives 1) An international human resource managers needs to know the way of managing people in the organisation. An overview of what a manager needs to do in relations to managing people in a changing environment which will be include at diversity issues and international human resource management policies. 2) To observe a multicultural company from the perspectives of diverse social peoples. 3) For an organisation to succeed on a global scale, radical shifts in business procedures are required. To become a successful global manager is to develop a global outlook. 4) A global manager needs to know what point an organisation has reached in the globalization process, and where it wants to go. Understand the process and recognize the strategies that will give the organisation a global advantage. 5) Understanding people as individuals and recognizing their differences as well as drawing up some general principles for managing them like motivates them, job satisfaction, and job design. 6) Recruiting, and selecting the right people. This research will disclose some essential factors which help organisations to maintain their diversity effectively within the organisation and make a fair working environment of employees within the organisation. 1.6 Structure of the Dissertation The dissertation report has been structured into the following chapters. Chapter 1: This provides an introduction to the research, where justification of the research is presented and the purpose of the research is explained. Chapter 2: The second chapter is the literature review of this dissertation concerned about, the works of various authors who have discussed relevant existing theories and policy of diversity and the different interpretations of diversity management which is based on secondary data. Those relevant theories and policy will help to find out the appropriate analyse of the following research. Chapter 3: The third chapter will discuss the research methodology. Research method presents the research philosophy, approach and sampling, data collection procedures and shows the right direction to achieve an outcome. This chapter also explains the reasons behind the use of selected research method and the advantages by using the research approach. Chapter 4: This chapter contains the analysis and findings. This part of dissertation informed the research findings quantitatively with the help of constructed research model and research hypotheses. It also shows the data gathered in the company through interview and questionnaire of Tescos managers and employees, and analysis the data to provide a productive meaning of the research finding. Chapter 5: This chapter encloses the conclusion of the dissertation within the research questions and objectives, describe limitation of research and recommends opportunity for further research. CHAPTER 2: LITERATURE REVIEW 2.1 Introduction This chapter discusses the works of various authors and scholars who have highlighted theoretical exploration of the existing knowledge that is relevant to the diversity area. This chapter also focuses on similar and contrasting perspectives that researchers have used to approach this research areas. 2.2 What is Diversity Diversity means relating and working with people who hold different perspectives and views and bringing different qualities to the workplace. According to (Kandola Fullerton 1994, p.19) diversity consists of visible and non-visible differences which will include age, background, race, sex, disability, personality and lifestyle. The concept of diversity means respect and acceptance, means understanding each individual is unique and recognizing our individuals differences. It can be the aspects of race, age, gender, ethnicity, sex, disability, religious beliefs, and political views and so on. It is also exploration of these differences in a safe positive and development organizational environment. As the Wall Street Journal (2005) put about diversity, as companies do more and more business around the world, diversity is simple a matter of doing what is fair or good public relations which is a business imperative but diversity is supposed to enrich an organisations human capital, whereas equal opportunity focuses on various ethnic groups. Brewster (2002) defined that managing diversity tries to build specific skills and to create policies that derive the best from each employee and it is based on the assumption that diverse groups will create new ways of working together and have understanding in that group, profit and productivity will increase in the organisation. Where he found, diversity management is fast becoming a management approach that is being applied effectively within the organizations. 2.3 Benefits of Diversity Diversity needs to be seen as an integral part of the business plan, essential to successful products and increased sales. This is especially true in todays global marketplace, as organizations interact with different cultures and people. Kandola Fullerton (1998) identified the possible areas of diversity benefits, these are: a) Creativity increases when people with different ways of solving difficult problems work together towards a common solution and the more ideas can obtain from different people. b) Productivity increases when people are from all cultures pull together towards a single inspiring goal. Increased productivity is an obvious advantage of diversity in the workplace. c) Provide strong leadership they take strong stands on advocating the need for a diverse workforce and can handle effectively different cultural people. d) New attitudes are brought to the business by people from diverse cultures. In most other countries around the world time is for building relationships and an integral part of getting to know that are considering doing business with before starting a transaction. e) Provide diversity training and education are obviously needed in todays increasingly global market and diverse employees often have this ability. Every company needs specific knowledge or language skills where the international job seekers have the advantage. f) New processes when people are with different ideas come together and collaborate. In todays first moving world, employee must bring multiple skills to the working environment and adapt quickly to new situations. (Harris et al. 2003) International human resource manager can make organisations more successful and productive by managing diversity in the work place. Diversity brings real benefits to business environment where employing a diverse workforce enables it to use a wider range of skills and lead to creativity and innovation. 2.4 Human Resource (HR) Policies HR policies provide guidelines on how key aspects of people management should be handled. The aim is to ensure that any HR issues are dealt with the values of the organisation with certain principles. Armstrong (2009) defined the philosophies and values of the organisation on how people should be treated and all organisations have HR policies. HR policies can be expressed formally as overall statements of the values of the organisation or in specific areas. Kandola Fullerton (1994), these values are espoused by many organizations in one form or another. HR policy on managing diversity recognizes that there are differences among employees and properly managed where will enable work to be more effectively. 2.5 Managing Workforce Diversity Legislation and the high profile of equal opportunities in the UK has had both positive and negative effects on the way people view each other, (Barker, 2000). On the one hand, there is now widespread recognition that discrimination at work on the grounds of gender, race or ability alone is unjust, although the practice still continues. However, the grouping of minorities such as women or ethnic or disabled has produced responses. More recent thinking has moved towards ‘managing diversity-recognizing and valuing differences in people and their unique contributions to the workforce. Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This requires the company to develop employees that they are comfortable working with others from a variety of ethnic, racial and religious backgrounds. Noe et al. (2003) found that managing diversity may require changing the company culture. It includes the companys standards and how employees are treated, competitiveness, innovation and risk taking. Where management of diversity has been linked to innovation, improved productivity, lower employee turnover and other costs related to human resources, (Cox, 1993, p.24). Price (1997, p.265) noted that the management of diversity goes beyond equal opportunity instead of allowing a greater range of people the opportunity to ‘fit in the concept of diversity embodies the belief that people should be valued for their differences and variety. Diversity perceived to enrich an organisations human capital. Whereas equal opportunity focuses on various disadvantaged groups, the management of diversity is about individuals and model of resourcing aimed at finding flexible employees. According to Harvard Business Review, managing diversity does not mean controlling or containing diversity, it means enabling every member of workforce to perform to their potential and getting from employees; everything right to expect and if it is well then thing they have to give, (Thomas, 2001). The future success of any organisations relies on the ability to manage a diverse of capacity that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organisational asset if an organisation is able to make the most of diverse talents. Especially for multinational companies, who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be aware and may utilize a Think Global, Act Local approach in most circumstances, (Jackson, 2002). The goals of diversity training are eliminate values and managerial practices that restrain employees personal development and allow employees to contribute to organisational goals within the cultural background, (Jackson Associates, 1992). It is because of equal opportunity employment laws that companies have focused on ensuring equal access to jobs. With a population attempt towards high technology and knowledge-based economy; foreign ability are tempt to share their expertise in these areas. Thus human resource managers have to undergo cultural-based human resource management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. 2.6 Achieving Equality and diversity Approach The diversity approaches argue that diverse workgroups generate wealthier ideas and solutions than homogenous groups where benefits of diversity management include a greater concern for socially responsible behavior in organisations and more flexibility in organizational policies, (Wentling Palma-Rivas, 1998, p.237). Ross Schneider (1992, p.49) discussed the fundamental perspective from equality to diversity that employers will find competitive advantage in encouraging diversity at work. Equal opportunities should become internally driven not externally imposed and focused on individuals where the responsibility of all. Fredman (2001) observes that traditionally equality laws have been informed by neutrality, individualism and promotion of autonomy principles. These principles aim to ensure that people are treated in the same way and appear to be the most consideration in the UK anti-discrimination framework which is an approach to workplace equality based on achieving fairness. Walsh (2007) in her analysis of the 2004 Workplace Employment Relations Survey findings points out that womens representation in senior management in UK workplaces had only marginally improved by 2 percent between 1998 and 2004. So diversity is a concept which recognises the benefits to be gained from differences and equal opportunity has traditionally been a concept, which sought to legislate against discrimination. These two concepts have the following characteristics:. Those characteristics suggest that how organisations can move from where most are at present to a situation in which diversity enters the majority. 2.7 How the Diversity Concept has developed Changes in the social and economic landscape led to legislation covering equal pay, sex and racial discrimination in the 1970s, followed by disability laws in the 1990s, (Daniels Macdonald, 2005). More recently discrimination of sexual orientation and religion has been added by the law. By 1990s, it was being recognised that they had limited success in achieving their goals. At around the same time, researchers were also finding that culturally diverse teams were more creative than homogenous teams and contributed more effectively to meeting organisational goals. Three separate commissions have promoted equality and particular aspects of the legislation: the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. From October 2007, a new Equality and Human Rights Commission has been established to cover all equality issues as well as of human rights, from (CIPD, 2007). From the recent survey, unemployment is twice as high among people from ethnic minorities, although in UK relatively more Asian and Black African graduates than white graduates where only 12 percent of white men are in professional occupations. Statistical survey found that 41 percent of white women in employment work part-time but only 7 percent of white men and as opposed to 38 percent of Bangladeshi men, (http://www.cipd.co.uk/surveys). 2.8 Diversity Policy Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. The perspectives of diversity policy may lead to a variety of different consequences for decision-making teams in the organisation. 2.8.1 The Business Issues Equal opportunities are often seen as meaning treating everyone in exactly the same way. Kandola (2006) argued that the social justice and business issues for diversity are complementary because unless people are treated fairly at work they will therefore under-perform. But diversity takes equality forward and evidence indicates that organisations that are serious about diversity show better overall financial performance. Diversity policies also help organisations to create an environment in which people from all backgrounds can work together. 2.8.2 People Issues People are aspiring to work for employers with good employment practices and feel valued at work place. Dowling et al. (1999, p.262) states that to be competitive organisations need to derive the best contributions from everyone and need to create an inclusive workplace culture in which everyone feels valued. The HRM aspects are operating different countries as a way of illustrating the situation that may confront multinationals attempting to penetrate developing markets. 2.9 The Nature of Diversity in Decision-Making Teams Many organisations use the term diversity to refer only to demographic differences among employees, with gender, ethnicity and age being the dimensions of greatest concern. Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. Diversity may lead to a variety of different consequences for decision-making teams. 2.9.1 Gender Diversity Gender diversity in teams may indicate the extent to which team members form same gender relationships outside the team. Studies on social networks suggest that employees form relationships with each other based on their gender. In a study of male and female managers in an advertising firm, Ibarra (1995) found that men and women formed same gender networks that served both social and instrumental goals. 2.9.2 Ethnicity Diversity Social identity and organisational demography suggests that people are preferred to interact with members of their own identity group rather than with members of other groups. Where white males tend to perform in higher positions, (Chow Crawford, 2004) females and ethnic minorities tend to occupy more junior positions. Experiences of racism shared by women and members of different ethnic groups affect their attitudes and behaviours in the workplace. 2.9.3 Age Diversity People within age groups share common experiences, attitudes and values (Lawrence, 1988), a persons age can act as an indication that triggers social categorization processes and promotes communication among group members. Descriptions of workforce demographics usually emphasize the fact that the average age of the work force is increasing but the distribution of ages represented in the workforce is also changing. Following figure showing age distribution where non-white groups are younger: White groups have an older age structure where the mixed group had the youngest age structure 50 percent were under the aged of 16. The Bangladeshi, other Black and Pakistani groups also had young age structures of 38 percent were aged 16. This was almost double the proportion of the White British group, where 20 percent were under the age of 16. 2.10 Managing Diversity is Different from Affirmative Action Managing diversity focuses on maximizing the ability of all employees to contribute to organisational goals. Affirmative action focuses on specific groups because of historical discrimination, such as people of colour and women, (Kravitz Klineberg, 2000). Affirmative action emphasizes legal necessity and social responsibility where managing diversity emphasizes business necessity. So it is much more inclusive and acknowledges that diversity must work for everyone. Affirmative actions having the employer take actions in recruitment, hiring, promotions and compensation to eliminate the present effects of past discrimination. Affirmative action is still a significant workplace issue today. The incidence of major court-mandated affirmative action is down, but courts still use them. Furthermore, many employers must still engage in voluntary programs. For example, executive order 11246 (issued in 1965) requires federal contractors to take affirmative action to improve employment opportunities for groups such as women and racial minorities. EEO 11246 covers about 26 million workers about 22 percent of the US workforce, (Dessler 2008, p.63). 2.11 Organisational Context Managerial approaches to diversity will inevitably be informed by the specific organisational context. Attracting different types of people to an organisation will be determined by peoples perceptions of the industry in which the organisation operates. The image and reputation of the organisation as an employer will affect the types of people attracted to the organisation, (Markwick Fill, 1997). The maternity and children specialist retailer who came 18th in the 2008 Sunday Times 20 Best Big Companies to Work For list attribute their ranking to a number of factors to their employer brand. These include an emphasis on work-life balance, flexible working, better than average maternity pay and leave. These argue helps to attract and retain staff especially female employees, (Leopold Harris, 2009). If an organisation is able to employ a diverse workforce, the extent to which these individual differences are recognised in employment practices will be significantly affected by the size and structure of the organisation. 2.12 Diversity in Multinational Companies As more and more organisations become global and people of different cultures and ethnic backgrounds work together, the need for multicultural understanding becoming obvious to many organisation. Harris et al. (2003, p.25) referred that a multinational team would be much stronger in communication which is vital aspect in business. Most of the multinational company gives priority to work with diversity people as a result they are success in international market. Ansari Jackson (1995, p.12) described, multicultural teams led to more people from different culture and ethnic intermarrying. Globalisation and advances in communication and technology have reduced trade barriers and increased interaction among people. Companies and leaders who recognise the cultural diversity and find the right cultural mixture among the team can achieve comparative advantages. To understand how diversity is managed in multinational company, in that case need to understand the concept of corporate culture which describe the organisational diversity programs and how to minimize conflict between employees. 2.13 Why Culture Counts According to Mattock (1999) organisations have moved on from international to multinational to global. Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. As a manager need to successful interaction with others like sharing ideas, their needs and helping to improve performance, where need to consider cultural context. A diverse multi cultural work place enables a company to handle diverse projects. Erlenkamp (2007, p.7) found, in the last decades many scientist tried to define intercultural difference to enhance the communication between different cultures. ‘The most important studies were conducted by Geert Hofstede, Edward Hall and Fons Trompenaars, that shows the importance of multicultural workforce and HRM of many organisations do study these theories to implement it in their employee training. 2.14 Understanding Cross-Cultural Communication Language issues can develop into a source of conflict and inequality within culturally diverse organisations becomes more and more multicultural, (Ansari Jackson 1995). In the international business environment of today and tomorrow communication is a business necessity