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The Importance of International Business and Exporting for...

TABLE OF CONTENTS ACKNOWLEDGEMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 ABSTRACT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 Chapter 1: INTRODUCTION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....................7-11 1.1 PROPOSED TITLE 1.2 INTRODUCTION 1.3 RATIONALE FOR CHOSEN TOPIC 1.3.1 The Importance of International Business 1.3.2 Competing on an International Level 1.4 AIM AND OBJECTIVES OF RESEARCH Chapter 2: LITERATURE REVIEW†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12-25 2.1 CLASSIFICATION OF DIFFERENT MARKETING LEVELS 2.1.1 Domestic/Home Marketing 2.1.2 International Marketing 2.1.3 Global Marketing 2.2 DIFFERENCES BETWEEN INTERNATIONAL AND DOMESTIC MARKETS 2.3 COMPARISON AND COMPLEXITIES OF THESE LEVELS 2.4 ENTERING A FOREIGN MARKET 2.5 CHALLENGES IN ENTERING A†¦show more content†¦For the purpose of struggling against some additional difficulties when going internationally, companies have to consider of the importance of international business and being awareness of implementing an effective strategy on an international level . 1.3.1 The Importance of International Business International business is a process which its all activities are carried out under the control of government. It involves two or more countries. To understand the importance of going internationally, it would be good to find out the answer of this question; â€Å"why is international business important especially for domestic companies?† The simplest answer is that international business has a huge and growing share of the business in the world. Today, many companies all around the world, large or small, are influenced by global issues and competition for the reason of a large number of them sell their products to and/or suppliers from foreign countries secretly and/or stay Ä ±n the competition against products and services which come from other markets. International business is a kind of opportunity for the countries and the consumers to be exposed to these services and goods which are hard to find in their own region. Clothes, food, jewellery, stocks, wines, spare parts and the similar products are always ready to use all the time in international markets. Providing a service is also done with some ways such as; banking, consulting and transportation, andShow MoreRelatedI Love Reading Essay69689 Words   |  279 PagesChapter III Chapter IV Chapter V Chapter VI Chapter VII Annexure I : : : : : : : : Introduction: Why Entrepreneurship What Motivates Entrepreneurship Socio-cultural Factors Access to Early Stage Finance Education, Innovation and Entrepreneurship Business Environment for Entrepreneurship Conclusion: Encouraging Entrepreneurship List of Stakeholders and Details of Entrepreneurs Surveyed Entrepreneurship Proï ¬ les Methodology List of Resources Glossary vii viii 1 9 21 29 49 71 89 97 105 163 165 169

Role of Human Capital in New Ventures Free Essays

ROLE OF HUMAN CAPITAL IN NEW VENTURES 1. INTRODUCTION With the increase in the rise of entrepreneurial ventures, it is necessary to understand the factors that determine success or failure of these ventures. One of such factors that have been considered by researchers is human capital (Bruderl, Preisendorfer and Ziegler, 1992). We will write a custom essay sample on Role of Human Capital in New Ventures or any similar topic only for you Order Now This report considers the function of the human capital element in a startup business. Based on a collation and analysis of previous research works on human capital in the entrepreneurial field, it was discovered that the various aspects of founder’s human capital have a role to play in attracting venture capital and improving the performance of the venture. 2. LITERATURE REVIEW 2. 1 Human Capital Human capital refers to the skills, abilities, knowledge acquired through work and educational experiences (Baron and Shane, 2008). The concept of human capital has been underpinned by several theories among which the theory of entrepreneurship, resource-based theory and human capital theory and these theories would be discussed. The theory of entrepreneurship places emphasis on the fact that the entrepreneur has the responsibility of decision making (Casson, 2005). Thus, the entrepreneur is to analyse relevant information which would be used in making business decisions (Ganotakis, 2012). The recognition of markets for the products and services are part of the decisions to be made and would therefore determine a firm’s progress and accomplishment. Casson (2005) further argues that entrepreneurs need to have the right professional skills and work experience as it is these competencies would impact upon performance. The resource based theory (RBT) places value on resources which is argued to be a source of competitive advantage for the firm (Barney, 1991). Human capital is identified as one of such resources. In particular, Barney (1991) argues that a firm’s management team can be indispensable, rare and imperfectly imitable and has the capacity for producing a perpetual competitive advantage. Alvarez and Busenitz (2001) examine the relationship between RBT and entrepreneurship. They suggest that entrepreneurship necessitates the founder’s cognizance of opportunities, the ability to obtain the resources to utilize the opportunities and the ability of the firm to fuse homogenous inputs into heterogeneous outputs. They further identified that entrepreneurial awareness, perception, knowledge and the ability to organise resources as resources in their own right. These two theories therefore place significance on the capabilities and resources of the entrepreneur. A theoretical foundation of how these capabilities can be measured is provided by human capital theory which was pioneered by Becker in 1964. The theory implies that an individual’s human capital is the skills and knowledge that can be of use to an organization and as such, employees’ salaries/wages was viewed as a return on the investment in human capital. The theory provides claims that the entrepreneurial team who have more experience tend to perform much better than those with less experience (Shrader and Siegel, 2007). This theory categorises the characteristics of an entrepreneur into general and specific human capital. 2. 1. 1 General Human Capital General human capital refers to skills acquired through formal education, training and work experience which can be transferred to other jobs in the market. The educational level of founders has been considered to be vital for a firm’s performance (Ganotakis, 2012). Education can provide the entrepreneur with a professional foundation and greater self-assurance as it is supposed to provide scenarios which encourage creativity and problem-solving ability. However, other results showed a negative relationship with growth and performance (Haber and Reichel, 2007; Bosma et al, 2004 ; Dichon, Menzies and Gasse, 2008). According to Deakins (2005), education does not influence growth but it may assist in making critical decisions. As such, education could be assumed to be more important for younger entrepreneurs who may not have a lot of experience. It is argued by Shrader and Siegel (2007) that the experience of the founders would aid them in making informed choices. Experience is also seen to influence business ideas and increase efficiency (Deakins, 2005). In contrast, some research works have also found negative relationships between work experience and firm formation and also performance (Ganotakis, 2012; Diochon, Menzies and Gasse, 2008). Ganotakis (2012), claims that this could be as a result of an over-confidence of the founders in their knowledge restraining them from gathering more information. 2. 1. 2 Specific Human Capital These are those skills which are specific to a particular work context and thus it might not be transferred to other professions. As such, these skills can assist the entrepreneur directly with managing the new venture (Ganotakis, 2012). These include entrepreneurial experience, industry-specific experience, managerial capabilities and technical experience. Industry specific experience has been found to have a positive effect on performance and the development of new ventures (Bosma et al, 2004; Dimov, 2010; Gimmon and Levie, 2009). Capelleras et al (2010), claim that this experience positively impacts the creation of ventures, but has little influence on their growth. It is believed that founders with the same sector experience would have a better knowledge of the opportunities and can benefit from past business ties. Entrepreneurship specific experience implies that the entrepreneur should have a previous experience in starting a business, running a company or having membership of an entrepreneurial association (Bosma et al, 2004; Baron and Shane, 2008). This experience does not have a direct effect on new venture growth but can aid in the pursuit of opportunities (Dimov, 2010). Managerial experience is usually linked with the ability to organise resources and make strategic decisions (Ganotakis, 2012). It has been found that there is a positive relationship between managerial experience and performance (Ganotakis, 2012; Gimmon and Levie, 2009). However, Deakins (2005) believes that those with prior managerial experience may have a higher level of income they desire and may be unlikely to set up their own business as there is an uncertainty of a constant income flow especially at the gestation stages of the venture. Technical experience is gained in a specialised field or profession. Though Shrader and Siegel (2007) placed emphasis on this experience as useful in strategy implementation, research carried out by Ganotakis (2012) revealed that technical experience did not have a positive effect on performance. Thus, such experience should be accompanied by managerial experience. 2. 2 Human Capital and the Entrepreneurial Venture The theoretical background and explanation of key concepts above has provided an insight into the subject of human capital. From literature, the importance of human capital is highlighted and three roles of human capital in an entrepreneurial venture can be identified and these would be explored for this purpose of this paper. Firstly, human capital can enhance in making and executing strategic decisions. Secondly, human capital can improve the performance of the new venture. Bruderl, Preisendorfer and Ziegler (1992) argue that better human capital increases the ability of the firm to attract customers and capital. From this, a third role can be identified which is human capital can enhance venture financing. These would be discussed in relation to past research and relevant theories. 3. METHODOLOGY The research was carried out by reviewing and analysing past research works on the topic of human capital as it relates to entrepreneurial ventures. The selection criteria for the resource materials used were peer-reviewed scholarly journal articles. The time frame selected was from 2000 to 2012. This criterion was used so as to get reliable and up-to date information on the subject matter. 4. DISCUSSION This section explores the three factors identified in the foregoing. Decision making is very vital to a new venture. The success of a firm depends on the decisions made. The strategies adopted by a firm would reflect its competencies and would determine its competitive advantage which is line with resource-based and theory of entrepreneurship. Industry specific and technical experience of the founding team is argued to be valuable in the formulation and implementation of strategies and as such, they can make more informed decisions (Shrader and Siegel, 2007). These aspects of human capital could enhance decision making as knowledge of the market and industry would imply that the founder(s) is conversant with the process of gathering the relevant information. This experience is likely to lead to faster decision making (Forbes, 2005). Managerial capabilities could also be said to influence decision making as the entrepreneur would have experience n managing a firm and identifying appropriate markets (Ganotakis, 2012). It is crucial for new ventures to acquire financing for their operations at the start of the business. A higher human capital has been believed to attract capital (Bruderl, Preisendorfer and Ziegler, 1992; Baum and Silverman, 2004). In particular high educational qualifications can give signals to venture capit al investors (Behrens et al, 2012). The reason for this may be that the investors believe that the founders can use their educational knowledge in managing the company and therefore they judge that their prospects are better. Seghers, Manigart and Vanacker (2012) also found out that business education and prior experience in accounting and finance increases a founder’s knowledge of financing alternatives. As such, the founder is able to access different sources of funding based on such knowledge. Another factor that affects venture financing is the social network ties the founder has (Zhang et al, 2012). Such networks would enable the founding team encounter people who could give them the required funding. Industry-specific experience is also vital in developing broad networks. Investments in human capital are widely believed to impact performance (Unger et al, 2011; Bosma et al, 2004; Rauch, Frese and Utsch, 2011; Bruderl, Preisendorfer and Ziegler, 1992). An investment in industry specific and entrepreneurial experience increases the chances of success for a new venture. Entrepreneurship specific experience positively affects the profitability of the firm as the founder has acquired skills from previously owning a business and would be able to use these skills effectively in the new venture (Bosma et al, 2004). However, the research carried out by Haber and Reichel (2007) on high tech industries, highlights that education and previous experience had no effect on performance. As such, it may be argued that technical experience is more relevant to industries which use a more advanced technology as they require a high level of expertise and technical knowledge but as Ganotakis (2012) highlighted, technical experience should be complemented with managerial skills. Business education and management capability is thus very significant for the sustainability and survival of new ventures (Gimmon and Levies, 2009). Drawing on all that has been discussed, human capital characteristics especially industry specific and business skills would help in making more efficient strategic decisions which would also influence the venture performance. Business and finance skills could increase access to finance and good management of finance is crucial to profitability. Also, the social networks the founder has would enable him access finance and tap into knowledge of others which could affect the firm’s prospects. 5. CONCLUSION This report examines the importance of human capital to the new venture. The contribution of this study is that it explored the effect of general and specific human capital attributes on the performance of new ventures, venture financing and strategic decision making based on review of past research works. An interesting finding is that industry-specific experience as opposed to general experience and managerial experience are found to play a major role in all three areas while education seems to be least relevant to decision making and performance but quite vital in attracting investors. The implications to prospective entrepreneurs are that they should enhance their business, managerial and commercial skills as this is vital to the survival of new ventures. Also, it is necessary for them to use their present organisation positions to build network ties as this can enable them tap into knowledge and gain access to finance. This study is limited as it focused on a narrow range of past research works and not only all human capital characteristics were considered. Future research should focus more on the impact of the all aspects of human capital most especially on strategic decision making. A meta-analysis of a wide range of research works could also be carried out. PERSONAL REFLECTION STATEMENT Entrepreneurship is an interesting subject and the reason for this is that at the core of entrepreneurship is the fact that something new is involved. It could be a new market or a new product. It generally involves starting a new business venture. I understood that in starting a new business venture, one of the first things to consider is the opportunities available. Opportunities arise from the environment and in this age, quite a number of them arise from advances in technology. It is necessary to consider the market for the product or service as for a product to sell in the market; it has to meet individual, societal or business needs. It is useful to take into consideration the competitors that are currently there. Some ventures can be pushed out of the market by other stronger companies such as monopolies particularly in a mature market. One of the concepts I have come to appreciate is the personality of the entrepreneur. Firstly, entrepreneurs are risk takers. They are very determined and spontaneous individuals who are passion and vision driven. They require intelligence both practical and social. They should be social beings and have the ability to persuade others to commit to the venture. If a team of entrepreneurs wish to come together to create a new venture, they must have complementary skills and must be compatible. An entrepreneur would have to consider if there is a need to hire a few staff. They can take advantage of the opportunities that social networking presents in getting useful personnel and contacts. I learnt that finance is also a very important factor as one could start a business out of a brilliant opportunity and experience financial shortages. An entrepreneur would need to consider if he has enough funding from the planning stage and actually taking the product to the market through to the product development. Also, there is the need to consider if the business would be profitable because many people start new ventures based on great ideas and inventions with delusions of grandeur without seeing the â€Å"business† in the ideas. There are some concepts that are particularly fascinating. One of which is the concept of effectual reasoning which opposes the usual entrepreneurship process and implies that entrepreneurs do not always have a predetermined goal but the goals are dependent on the resources available to them. This course was enlightening and transcends beyond just starting a new ventures. There are implications for me as a future manager because I am motivated to find new ways of solving problems and exploring opportunities that surround my organization. The concepts of business strategies and maintaining a competitive advantage are important not only in entrepreneurial startups but in other areas of business. Now I appreciate people as a crucial resource for both entrepreneur ventures and a rich source for identifying new markets, new processes, new ideas, new opportunities, new product that will lead to new and improved levels of productivity. References: Alvarez, S. A. and Busenitz, L. W. (2001) â€Å"The entrepreneurship of resource-based theory†, Journal of Management, vol. 7, no. 6, pp. 755. Barney, J. (1991) â€Å"Firm Resources and Sustained Competitive Advantage†, Journal of Management, vol. 17, no. 1, pp. 99. Baron, A. and Shane, S. (2008) Entrepreneurship A Process Perspective 2nd edn. South-Western Cengage Learning. Baum, J. A. C. and Silverman, B. S. (2004) â€Å"Picking winners or building them? Alliance, intellectual, and human capital as selection criteria in venture financing and performance of biotech nology startups†, Journal of Business Venturing, vol. 19, no. 3, pp. 411. Behrens, J. Patzelt, H. , Schweizer, L. and Burger, R. (2012) â€Å"Specific managerial human capital, firm age, and venture capital financing of biopharmaceutical ventures: A contingency approach†, Journal of High Technology Management Research, vol. 23, no. 2, pp. 112-121. Bosma, N. , van Praag, M. , Thurik, R. and de Wit, G. (2004) â€Å"The Value of Human and Social Capital Investments for the Business Performance of Startups†, Small Business Economics, vol. 23, no. 3, pp. 227-236. Bruderl, J. , Preisendorfer, P. and Ziegler, R. 1992) â€Å"Survival Chances of Newly Founded Business Organizations†, American Sociological Review, vol. 57, no. 2, pp. 227-242. Capelleras, J. , Greene, F. J. , Kantis, H. and Rabetino, R. (2010) â€Å"Venture Creation Speed and Subsequent Growth: Evidence from South America†, Journal of Small Business Management, vol. 48, no. 3, pp. 302-324. Cas son, M. (2005) â€Å"Entrepreneurship and the theory of the firm†, Journal of Economic Behavior Organization, vol. 58, no. 2, pp. 327-348. Deakins, D. (2005) Entrepreneurship and small firms 4th edn. McGraw-Hill Education. Dimov, D. (2010) â€Å"Nascent Entrepreneurs and Venture Emergence: Opportunity Confidence, Human Capital, and Early Planning†, Journal of Management Studies, vol. 47, no. 6, pp. 1123-1153. Diochon, M. , Menzies, T. V. and Gasse, Y. (2008) â€Å"Exploring the Nature and Impact of Gestation-Specific Human Capital among Nascent Entrepreneurs†, Journal of Developmental Entrepreneurship, vol. 13, no. 2, pp. 151-165. Forbes, D. P. (2005) â€Å"Managerial Determinants of Decision Speed in New Ventures†, Strategic Management Journal, vol. 26, no. 4, pp. 355-366. Ganotakis, P. (2012) â€Å"Founders’ human capital and the performance of UK new technology based firms†, Small Business Economics, vol. 39, no. 2, pp. 495-515. Gimmon, E. and Levie, J. (2009) â€Å"Instrumental Value Theory and the Human Capital of Entrepreneurs†, Journal of Economic Issues (M. E. Sharpe Inc. ), vol. 43, no. 3, pp. 715-732. Haber, S. and Reichel, A. (2007) â€Å"The cumulative nature of the entrepreneurial process: The contribution of human capital, planning and environment resources to small venture performance†, Journal of Business Venturing, vol. 2, no. 1, pp. 119-145. Rauch, A. , Frese, M. and Utsch, A. (2005) â€Å"Effects of Human Capital and Long-Term Human Resources Development and Utilization on Employment Growth of Small-Scale Businesses: A Causal Analysis†, Entrepreneurship: Theory Practice, vol. 29, no. 6, pp. 681-698. Seghers, A. , Manigart, S. and Vanacker, T. (2012) â€Å"The Impact of Human and Social Capital on E ntrepreneurs’ Knowledge of Finance Alternatives†, Journal of Small Business Management, vol. 50, no. 1, pp. 63-86. Shrader, R. and Siegel, D. S. 2007) â€Å"Assessing the Relationship between Human Capital and Firm Performance: Evidence from Technology-Based New Ventures†, Entrepreneurship: Theory Practice, vol. 31, no. 6, pp. 893-908. Unger, J. M. , Rauch, A. , Frese, M. and Rosenbusch, N. (2011) â€Å"Human capital and entrepreneurial success: A meta-analytical review†, Journal of Business Venturing, vol. 26, no. 3, pp. 341-358. Zhang, J. , Souitaris, V. , Soh, P. and Wong, P. (2008) â€Å"A Contingent Model of Network Utilization in Early Financing of Technology Ventures†, Entrepreneurship: Theory Practice, vol. 32, no. 4, pp. 593-613. How to cite Role of Human Capital in New Ventures, Essay examples

Diversity in the Workplace free essay sample

Today’s workforce is becoming more diverse as many people from different ethnic backgrounds, gender, race, religion, and age are acquiring positions in major companies. This is a major change in the workforce from previous decades since diversity then only applied to race and gender; today, the workforce has been impacted by many different classes of people all bringing something significant to the workforce as a whole. Diversity within the workplace is deemed necessary in order for organizations to remain in compliance with laws that protect certain classes from discrimination such as Equal Employment Opportunity Laws. Diversity within an organization can positively and negatively impact the overall functions of an organization. With increased diversity within the U. S. labor force, human resource practices are essential to utilize the talents, potential, and overall contributions that can come from the diverse populations. This paper will provide an overview of diversity within organizations addressing issues associated with a diverse workforce, methods of addressing those issues, and recommendations for human resource personnel in order to properly adapt accordingly to a diverse workforce. We will write a custom essay sample on Diversity in the Workplace or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Current Situation There are many contributing factors to a diverse workforce from immigration to people of all backgrounds, ages, and genders entering into the workforce. â€Å"Recent studies have attributed workforce diversity to the increased globalization of the twenty-first century, which has increased the mobility of people across nations as well as interdependence of organizations† (Okoro Washington, 2012, p. 57). Such factors will result in many changes to the workforce both good and bad. In an effort for an organization to successfully thrive with the many changes to the workforce, it is imperative that human resource personnel are properly trained on diversity and adapting to the many differences that will come from the many different backgrounds. The most important thing that must be taken into account with a diverse workforce is that no one person is the same. For managers and employees this may pose a major problem in adjusting to the many differences that will come from the many backgrounds of the workforce. â€Å"The challenge for managers in the future will be to recognize that people with characteristics that are common but are different from those in the mainstream, often think, act, learn, and communicate differently. Because every person, culture, and business situation is unique, there are no simple rules for managing diversity, but diversity experts say that employers need to develop patience, open-mindedness, acceptance, and cultural awareness† (Mondy, 2012, p. 47). Diverse populations can result in negative effects on an organization as a whole. Many studies have been completed on the issues of diversity within the workplace and contributing factors that have majorly impacted the overall production of an organization. It is imperative that such issues are recognized in an effort to effectively overcome them. Researchers have recognized the following issues associated with diversity within the workplace: communication barriers, employee isolation, tension among employees, and all of these factors can result in loss of productivity within the organization and employee turnover. Managers who are aware of the possible negative effects of diversity can work to implement ways to reverse the overall impact that can occur within the organization. Communication barrier is probably one of the biggest impacts that diversity has on the workplace. With the many different cultural, ethnic, and racial backgrounds within organizations, it is very likely to be some breakdowns in communication among employees. Since communication is essential to the success of an organization, this alone could be detrimental to the overall effectiveness of an organization. â€Å"Effective communication, both internally and externally, is essential for any organization wishing to excel in today’s internationally competitive corporate environment and global business and competitive corporate environment and global business and competitive advantage would not be achievable without effective business  communication† (Okoro Washington, 2012, p. 57). In many cases, a breakdown of communication can result in employees not being able to communicate effectively enough to get an assignment done which ultimately results in loss of production within the company. Someone who feels communicating with certain people are worthless will ultimately refuse to communicate all together. This can be a major loss for the company. Isolation of certain groups is also common among diverse populations within an organization. Communication barriers can contribute a great deal to isolation; groups that feel they cannot communicate effectively with other groups often subject themselves only to people they can relate to. â€Å"Isolation is a characteristic that describes how unusual an individual is within a workgroup. If a group is 90% female and highly cohesive on average, the few men may not be included in the portion of the group that is cohesive and has repeated interactions† . Such isolation is common among certain races as well where Hispanics typically only interact with Hispanics; this isolation can result in race-specific interactions which could prohibit the organization from prospering from the ideas and talents that other groups would have to offer through communication. Diversity within the workplace is also likely to cause tension among employees as a direct result of the communication barriers and isolation of certain groups. In many cases, certain groups may feel threatened by the other and this can create negative attention among both groups affecting any decision-making that will need to take place in order to get a job done. Tension can also be the direct result of employees feeling like outcasts within the organization; an employee who feels their ideas or talents are least favorable to another group are likely to take their frustration out on that particular group further escalating the tension within the workplace. Tension can also lead to discrimination among groups within the company. Employee turnover and loss of productivity within an organization can be direct results of communication barriers, isolation, and tension caused by diversity. Employees who are unable to communicate effectively are less likely to carry out the duties of their position. Consequently, the company suffers a loss. The same holds true for those individuals who isolate themselves refusing to interact or communicate with other groups within the organization; their lack of interaction and communication prohibits them from working together as needed to achieve the goals aligned by the organization. Tension among employees is common when they feel they are unable to communicate effectively or feel that their presence within the organization is less valuable than any other employee. Employees who feel unaccomplished in any way within an organization are more likely to leave the organization resulting in repeat turnover for the organization. Addressing the Problems Diversity does not have to negatively impact an organization; however, organizations who fail to recognize the importance of diversity and the potential negative impact that it can have on an organization will lose out in many ways. There are various ways that human resource managers can effectively equip their organization for diverse populations and embracing the ideas, talents, and contributions that people from ethnic, educational, racial, and cultural backgrounds can bring to the company. There is no way around diversity; therefore, it is imperative that each organizations take the steps necessary to address any issues that may hinder the organization from embracing the positives that can come from a diverse workforce. â€Å"In order to remain competitive, companies must take steps to embrace the shift in diversity. The statistics from the U. S. Census show that diversity in the workplace will become more apparent. Companies cannot avoid the change, no matter their preparations. Those that embrace and get ready for the change will be able to develop a diverse workforce that is cohesive, not haphazard† (Lau Kleiner, 2012, p. 29). Human resource managers must recognize the factors that may arise from diversity and implement ways to deter the negatives that may arise from them. Doing so will ensure the company’s position in the competitive market. â€Å"Many U. S.  companies have already committed themselves to ensuring that they recognize the diversity of their internal labor force and use it to gain a competitive advantage† (Noe et al, 2014, p. 33). One method of achieving this is through training employees on diverse populations and effective communications with people of different backgrounds. Such training can include role play where the employees must interact with one another; this can serve as the first step of two different groups effectively communicating with one another in a workplace setting. Another method is through the implementation of mentoring programs where employees are monitored and counseled on issues that may affect their performance as it relates to diversity. This program will allow employees to address any concerns they may have about certain groups and managers can brainstorm effective methods of addressing those issues and dealing with any resistance to diversity in an effective manner. Finally, human resource managers can promote knowledge of the many cultural groups in an effort of encouraging acceptance of those differences. Employees who are more aware of why a certain group interacts the way that they do are able to accept their ways of doing things more so than someone who lacks that knowledge. A combination of these programs will assist an organization a great deal in assisting its employees with effectively dealing with the diverse population of employees. In turn, the organization will experience an organization that is highly productive and able to thrive successfully in the highly competitive workforce. Conclusions Diversity within organizations is very common in today’s workforce. Many organizations are comprised of individuals of all ethnic backgrounds, cultural backgrounds, racial backgrounds, age groups, etc. who are able to bring forth many different ideas and contributions to the overall effectiveness and success of the organization. With a diverse workforce an organization can also experience negative outcomes resulting in employee turnover and loss of productivity for the company. It is highly recommended that employers and human resource personnel embrace diversity implementing any program necessary in order to properly train employees to effectively address diversity. The company’s ability to make the changes necessary to ensure their employees are operating along the same lines to achieve the overall goals and missions of the organization despite their backgrounds is vital to the company’s future survival in the corporate world. Diversity in the Workplace free essay sample Diversity in the Workplace I have this image of America and the bronze plaque at the bottom of the Statue of Liberty. Give me your tired, your poor, Your huddled masses yearning to breathe free, The wretched refuse of your teeming shore. We are a country of immigrates, built on the ideals, culture, and inclusion of our differences. Our profession should reflect the inclusive society in which America is built on. The purpose of this paper is to highlight the importance of diversity in the workplace. Importance of diversity in the workplace Despite modest gains in ethnic and racial minority representation in the nursing rofession, the current nursing workforce does not mirror the U. S. population (Melillo, Dowling, Abdalah, Findeisen, Khight, 2013, p. 102). According to authors, there is a clear link between lack of diversity in the nursing workforce and nursings ability to effectively address health disparities with high-quality, culturally competent care (Melillo, Dowling, Abdalah, Findeisen, Khight, 2013). We will write a custom essay sample on Diversity in the Workplace or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Whether its age, gender, race or religion, the more inclusive we are the more likely we will be able to relate and understand the needs of our coworkers and patients. The intention of nursing eing a discipline that embraces, integrates, and permeates cultural diversity is continually challenged and evaluated. The changes in the ethnic and cultural composition of the U. S. population constantly challenge nurses daily to incorporate the diverse needs of their clients into the provision of quality nursing care while facing a shortage of adequate qualified staff to meet these needs (Lowe Archibald, 2009). It is hard to be aware of all the differences that we all share. Its easier to look at what we have in common. We want to be satisfied with our Job and we want our atients to feel welcome and well taken care of when they come to us for help. Summary of one aspect of diversity Generational diversity among the nursing workforce has increased in the past ten years. This can be correlated to nurses working longer in their positions because of many outside factors. The economic downturn of the mid 2000, the reduction of pensions and the higher cost of healthcare are Just a few reasons why nurses have stayed longer in their positions. Age diversity has its pros and cons. Nurses of different age groups are able to gain a broader perspective, offer a better epresentation of patient groups, and make a stronger connection to patients. However, age differences represent different training and thinking, communication patterns, and technology competences, which can increase emotional conflict and work stress, and impair performance and well-being (Lehmann-Willenbrock, Lei Kauffeld, 2012). We currently have four generations of nurses; veterans, baby boomers, generation x and millennials. A generation is defined here as an identifiable group that shares birth years, age, location and important life events at critical developmental stages (Hendricks Cope,2013). There are clear differences etween generations. A millennial will be able to adapt to information gathering quicker because they have grown up in highly technological society. How many times have we asked our children how do you do this with your phone or where do I find it. Understanding the differences in the norm of each generation helps to create touch points for commonality. For example, changes to modes of communication which have taken the focus from face-to-face or written communication, the preferred style of veteran nurses and informal discussions, particularly suited to Baby Boomers, means that personal interactions that build trust and allow for ifferences must now include technology which is more suited to gen Xers and the millennials (Hendricks Cope, 2013). We need to highlight the best traits of each generation to provide the best care for the patient. Creating a supporting and inclusive environment leads to greater Job satisfaction and lower burn out. Underrepresentation of minorities in nursing Why are nurses mostly Caucasian and Female? Why is there predisposition for certain departments within a hospital? Why are there an increased number of men in the Emergency Room and Intensive Care Unit departments compared to the rest of he hospital? Researchers have found that these disparities in race/ethnicity are not due to genetic differences but rather to social complexities, racism, and differences in treatment (Maughan Barrows, 2013). If you grow up not being able to afford good health care or are not in an environments that values it, how would you aspire to become nurse? When there is support from the government, universities, and healthcare groups, there is spike of interest when the programs are in effect. Interest has to be developed at an early stage for a minority to want to become a nurse. If you do not know that it could be a possible to become a nurse or thats it exciting for you? Why would you want to become a nurse? So I feel that the underrepresentation is a factor of perceived status, social prejudice and economic disparity. Influence of diversity on nursing care Diversity brings a different perspective toa problem. For instance, their findings show that when people with diverse demographic characteristics are together in groups or organizational settings, the different perspectives lead to more creative solutions to problems (Gates Mark, 2012). A good example of this might be as imple as the ability to speak Spanish. If I am trying to communicate with a patient and I am unable to understand or the patient understands me then it would be beneficial to have a Spanish speaker on the floor to assist in the communication with the patient. The patient will be more relaxed because her medical condition will be accurately described. Society expects nursing to be culturally competent in response to the increasing prevalence of diverse people in the United States (Lowe Archibald, 2009). We were taught in nursing school that different races have a predisposition to ertain conditions but this wasnt enough. Nursing as a profession and discipline can conceptualize cultural diversity as more than Just an awareness of diverse cultures through basic nursing curricula (Lowe Archibald, 2009).

Tet Offensive A Major Turning Point Essay Example For Students

Tet Offensive: A Major Turning Point Essay Tet Offensive: A Major Turning PointVillagers carried coffins filled with guns and ammunition through towns, accompanying them were the sounds of fireworks and flutes. Those sounds soon turned to the sound of assault rifle fire and explosions. Flares and green tracers dart through the night sky like hundreds of fireflies; gun flashes replaced Tet fireworks, and could be seen as far as the eye could see. This major event in the Vietnam War is called the Tet Offensive. After a surprise attack in the beginning, the United States and South Vietnamese army came back to overpower the Vietcong and NVA (North Vietnamese Army) and decisively win all the battles. Even though the United States and South Vietnamese won the Tet Offensive, it was a major turning point towards ending the Vietnam War. Escalation of the war would end and withdraw would begin. The Vietcong and NVA lost the battle on the battlefield but they had won a major political battle. The American public became disillusioned wit h what was called a military intervention. Intelligence failure, Johnson’s over confidence in the war, and its profound impact on American attitudes about involvement in Vietnam are three major reasons why the Tet Offensive was the turning point in ending the war. We will write a custom essay on Tet Offensive: A Major Turning Point specifically for you for only $16.38 $13.9/page Order now Intelligence failure was one of the main reasons why the Tet offensive happened. The allies undergo a failure of intelligence before Tet, a failure that helped plan the stages for changes in the strategies of the US. The four parts of intelligence are crucial in determining the actions of the enemy. The four tasks consist of collection of information, the analysis of the information, the decision to respond to a warning issued in the analytical stage, dissemination of the order to respond to the field commanders. The first task in intelligence is the collection of accurate information about the opponent’s intentions and capabilities. There are many ways to obtain the accurate information needed, which include reading a foreign press release to advanced monitoring technology. Though this may seem simple, the enemy government goes through great lengths to prevent accurate information from reaching their enemies. In the spring of 1967, General Giap, in charge of the NVA, began ba ttles in the outlying country away from cities in an attempt to draw the US army and ARVN (Army Republic of Vietnam) away from the large cities and provincial capitals. This was so General Giap could sneak in large amount of supplies, weapons, and ammunition. A secondary plan was to have the stronger US troops deployed away from the areas he planned to attack. The second stage of intelligence is the analysis of the information gathered. From April to December of 1967, the intelligence was unable to accurately predict the coming Tet Offensive on January 30th and 31st 1968. Why wasnt the intelligence organization aware that no battles were being fought around major cities of Sigon, Hue, and Da Nang? Why didn’t they see the massive amount of troop build up from the North? They even missed all the supplies being brought down from the North to stage the attacks. Almost 3,000 vehicles a month are coming down the Ho Chi Minh trail near the end of 1967. In the many months before Tet, it is hard to believe that the civilian and government of South Vietnam did not see or hear about the pending offensive. The third stage is the decision to respond to the warning issued in the analytical stage. The third stage of intelligence was not even responded to because of the failure of intelligence in the second stage. In fact, almost the opposite was true. President Lyndon Johnson and the American public were fed false information from General Westmoreland and the Joint Chiefs of Staff that we were winning the war. In fact, they were able to build the American troops strength to 500,000 troops and significantly increase military spending. At the same time they were not aware of General Giap’s plan to attack the entire South Vietnam. The fourth stage of intelligence is dissemination of the order to respond to the field commanders. The realization of the pending attacks comes only days before the Tet offensive. The US military

Compare and Contrast the European Rulers essays

Compare and Contrast the European Rulers essays Throughout this worlds great history there have been many great rulers. Some of these great rulers to note would be Philip II of Spain, Louis XIV of France, Catherine the Great of Russia, and Peter the Great of Russia. These monarchs can be compared in various areas including domestic policies, foreign policies, their religion and how it affected their policies, any wars they were involved in, and their achievements that left lasting impressions in the European continent. Each of these rulers had unique domestic policies. One of Philips problems was that he took a very long time to actually do anything. However, because of this, many of his long-term policies were able to work. For example, he wanted to Castilise Spain. To do this, he filled many of the top positions with Castilians. Although he had a cabinet of advisors, he still considered himself an absolute monarch. One major issue during his control was the extremely deficit in the national budget. In fact, he went bankrupt three times. Louis revoked of Edict of Nantes that protected the Huguenots. Louis strengthened the central governments control over regions of France, incorporating the claimed lands into his territory. This caused hardship to many people who suffered starvation; which led them to fleeing their homeland. Catherine allowed a little bit of religious tolerance and banned torture. She tried to have better laws, and appointed a special legislative committee, but it fel l through. No new unified code was ever made. She tried to improve education and have a stronger local government. She freed the nobles from taxes and state service. The nobles also had absolute control of their serfs. During the reign of Peter, he was able to construct the Russian navy from scratch. Also, during the Great Northern War, he was able to modernize the army of backwards Russia. He tried to westernize all of Russ...

Organisational Behaviour in an Engineering Company Case Study

Organisational Behaviour in an Engineering Company - Case Study Example In 2009, Ronald retired and Christine took over as Managing Director. The company had gone through rough weather with an impact on profits though there had been no reduction of staff. Markets had stagnated and certain conditions had reduced the need for new grain silos. Christine’s vision was one of economic survival through expansion and diversification based on the existing competencies of the company. Existing resources may be made available for diversification projects without an increase in the outlay of the company. An understanding of Christine from the standpoint of Maslow’s model brings out the fact that she is keen to prove her capabilities. Recognition from colleagues and her peer group, she is keen to show her individual ability to manage new important projects without consulting employees who can add value to her decisions. She tries to get involved in projects that will bring her into the limelight and feed her need for prestige and status. She is at the Ego stage of the hierarchy. This is the reason she prefers to take independent decisions and shares information on a piecemeal basis. She has adopted a Directive style of leadership with the expectation that output will be produced on the strength of her communication. She derives power from her status of leader and expects staff behaviour to mould itself on the strength of monetary incentives that she introduces to enthuse the staff. There has been a shared sense of pride in the objective of the company. This is brought out by, Dobson’s statement of pride in producing silos for farmers of the country. Dobson is upset that nobody asked about his willingness to manage a new challenge since he is used to being involved in key decisions about the company. Dobson is conscious of his seniority and is used to being consulted as brought out in the comment about his age and  experience with the company.