Generic and specific skills Assignment Example | Topics and Well Written Essays - 750 words

Generic and specific skills - Assignment Example Skill defines the ability to execute an undertaking to a predefined level of competency. A range of generic skills is important in the construction industry. Generic skills, which include but are not limited to computing skills, communication, ICT skills, problem solving skills, and team working skills are essential qualifications valued by employers (UK Commission for Employment and Skills, 2014, 1). They supplement the special and technical skills of employees. The varieties of generic and special skills are available in the construction market, which also includes service delivery and supply of materials. Most companies often offer training in generic skills, but specific skills are normally acquired in learning institutions. In China, the construction market constitutes a large percentage of the country’s GDP. The Chinese construction market is growing at a significantly rapid rate. Specific skills such as technological skills are in demand in the construction industry. Design engineers and architects, for instance, require special skills to come up with designs of houses and roads, and examine the structural components of construction. Despite the high unemployment levels, employers still complain of skill deficits (Klosters, 2014, 9). Staffs with generic skills are often subcontracted to work on contractual basis. Unfortunately, development of managerial skills has not been efficient because systems of management largely remain the same (Ahmad and Ryan, n.d., 1). The country’s type of economy creates several jobs in the construction industry, hence the increase of several construction companies. Even so, construction enterprises and design institutes have shown little interest in develop ing skills required in the construction industry. Even so, the competition between Beijing, Hong Kong and Shanghai means that the industry has potential. Both India and China have shown interest in investing in their

Reaction of keynes and friesman Assignment Example | Topics and Well Written Essays - 250 words

Reaction of keynes and friesman - Assignment Example I think this solution is only short term as Keynes seldom considers the measures and approaches other developed countries would take to curb the effect of inflation in the United States on their markets and economies (Conerly 2012). Keynes’ position relies on jobs, interest rates, and liquidity. When an economic turmoil exacerbates, creating jobs and lowering interest rates cannot prevent a full-blown depression. Lowering interest rates to attract foreign investment can only go as low as 0%, which was the case in the United States in mid-2009 (Conerly 2012). From there, the Keynesian approach proves ineffective. On the other hand, Friedman’s position entails stabilizing the purchasing power of the private sector and collective households across the country. I agree with Friedman that the private sector plays a bigger role in stabilizing an economy than government policy during an economic crisis. In addition, the government is often unreliable when the interests of businesses are not in line with those of the government (Conerly

Indian Culture And Infosys Ltd Commerce Essay

Indian Culture And Infosys Ltd Commerce Essay Throughout management history, culture has played a more important role in organisation for both employers and employees, as it provides a background to understanding an organisations identity rules and mission. This essay evaluates the effect of organisational culture based on the theoretical research, Cultural Dynamic Model of Mary Jo Hatch (1993), as well as observations of the companys climate and interview with one of the employees of the company. It will consist of the general information about culture, features of Indian national identity, basic culture theories and description of the Cultural Dynamic Model and its main processes. Limitations of this analysis will also be mentioned at the end of the report. Moreover, each part of the report will include an application of the processes of the model to the Indian IT company Infosys Ltd, which specialises in offshoring technology services and has more than 100,000 employees worldwide. Considering the culture within organisations, it is essential to emphasise that culture is an extremely difficult topic, and it can be defined in many ways  [1]  . According to Lundberg (1990) culture as a day-to-day sense may be understood intuitionally, and includes a variety of aspects, such as being a broad and shared by group members psychological phenomenon within any stable organisation with a history. It has invisible symbolic and deeply buried values and assumptions in its core, which can be gained and modified in some rare cases  [2]  . Indian Culture and Infosys Ltd. Infosys culture is a reflection of its co-founder, Narayan Murthy, who imposed a southern Indian culture, and consequently recruited individuals from that region. As the company grew, it decided to recruit from different regions to take advantage of the countrys cultural diversity. Kanungo, Sadavarti and Srinivas (2001) suggest that organisational culture in India has been linked to organisational success or less successful performance (p.30). This explains Infosys strong culture and drives to improve employees well-being. In order to manage diversity, corporate policies became more flexible and employee focused by providing benefits such as accommodations, sets of recreational facilities and other advantages for their welfare  [3]  . Hence, Infosys recognise the importance of cultural differences because of its potential to increase the companys overall performance. Furthermore, Indian opinion leaders and policy makers encourage employee involvement, as organisations cant afford to neglect their cultural dimension (Kanungo, Sadavarti and Srinivas , p.51). Additionally, organisations that can nurture the innovative dimensions of their culture in a person-centered manner are more likely to treat culture as a meaningful organizational process (Ibid., p.52) that encourages growth of IT in India. Cultural Theories Allaire and Firsirotu (1984) see organisations as sociocultural systems and organisations as systems of ideas. In the former, social and cultural components are integrated and synchronized in the organisation, where the focus lies with values, norms, and beliefs and with the interaction of individuals who constitute concrete collectivities (Ibid., p.195). In system of ideas, culture is located in the minds of culture-bearers or viewed as systems of knowledge of learned standards for perceiving, believing, evaluating and acting (Ibid., p.148). Furthermore, Schein (1990) has an alternative approach to organisational culture. In his research he identifies it on three levels: observable artifacts, values and basic assumptions. The observable artifacts are the visible manifestations of an organisations culture such as the physical and material objects and the level of technology. He suggests that it includes everything from the physical layout, the dress code, the manner in which people address each other, the smell and feel of the place, its emotional intensity (Ibid., p.111). The values, which are located between the artifacts and the basic assumptions, determine the behavioral norms. At this level the focus is on how people feel and think (Ibid., p.112). The Basic assumptions are difficult to detect and change. They determine the unconscious perceptions, thought processes, feelings, and behavior of individuals (Ibid., p.112). The model below displays Scheins model of organisational culture. Source: Schein 2004, p. 26 The chosen model The model we will apply to Infosys is Mary Jo Hatchs (1993) The Dynamic Model. It is an enhanced model based on Scheins (1985), which emphasises on symbolic and process factors. The Symbols aspect was introduced to the elements of Scheins model, which makes this model more complex. Connecting these elements together made a spinning wheel structure, which was interpreted as being able to operate both forward (proactive/prospective) and backward (retrospective/retroactive). This in turn has created a more dynamic relationship between the elements as opposed to a static relationship between them. The Mary Jo Hatch model we will use is displayed below. C:UsersFrankDesktopdynamic model.jpg Source: Hatch 1993, p. 660 Manifestation The point of entry to using the model is variable, as this will be influenced by the research topic. For this particular study, we will use assumptions as the starting point for our analysis (Hatch, 1993). The process between assumptions and values is manifestation, which can be further sub-categorised into proactive (assumptions to values) and retroactive (values to assumptions). Infosyss vision is to be a globally respected corporation. The underlying assumptions consist of having high standards and having an enthusiastic approach to learn, as well as being hard working, competitive and honest. The processes of proactive manifestation shapes these intangible assumptions into distinct values of the company, such as impressing the client, being the market leader, being fair and ethical as well as constantly striving for perfection (Infosys Ltd, 2012). Retrospective manifestation occurs when there is a change in values, which can lead to possibly maintaining or transforming existing assumptions. The CEO of Infosys and managing director included employees as intangible assets in their 2011 balance sheet and stated that their employees were their value. Numerous employees assume that their employer, disregards their hardworking efforts, which contradicts existing assumptions. Ultimately, it could possibly have enough influence to change the current assumptions and create a new set of assumptions. Realisation According to Hatchs dynamics model (1993), an organisations artifacts are the most realisable aspects of its culture. Realisation transforms values into artifacts (proactive realisation) and accordingly, keeps or changes the existing values through the production of new artifacts (retroactive realisation). As emphasized by one of the ex-employees of Infosys, the company has built an environmentally friendly strategy. This can be made clear from Infosys operating using a clean power source of windmills that are attached to each building and the use solar powered mini-vans for handicapped and pregnant women for transportation within the company. Furthermore, they give large amounts of money to charities, focusing on poor people and children education. In addition, following a natural disaster in any part of the world, an online portal is opened for donation transactions. If an employee wishes to donate money it will be debited from their salary. Infosys believes that everything should be provided for the people it employs. Most of the buildings are like well designed and include food courts, sport facilities and employee care centers. In some cases a 4-star hotel is included, as well as gardens and other leisure facilities. Infosys wants to encourage communication between project members and employees to create a good work ethic, for example various activities are organised after each project completion to help employees get a better understanding of each other, to ultimately promote efficient work processes and good outputs/performance. Awards for the most effective people are presented each year. In addition, employees have the chance to meet and talk to the top management team. Moreover, there are daily quiz competitions and music meetings organised for the employees. Mondays and Tuesdays everyone is required to be in formal dressing. There is a flexible approach to communication, employees are encouraged to talk informally to each other and fun and jokes are allowed. The methods above increase employees effectiveness and creativity. People are generally self-motivated inside the company as they are continuously monitored by their supervisors and managers who use a check list of attributes. The monitored period is discussed on a 6 month basis as a part of the appraisal cycle. Regular efficiency reports are also distributed to announce the department with the best performance. Moreover, there are weekly internal newsletters informing the employees of the companys news and other relevant subjects. These cultural artifacts have been incorporated in the organisations culture through a long process of experimenting and assessment in order to reflect the companys values. Since they are absorbed in the culture, they work retroactively to realign values as culture adjusts to their presence (Hatch 1993, p.667), which means that artifacts through retroactive realisation have the ability to alter the organisational values throughout time, although it is a long process. Symbolisation Symbols are referred to the visible, the physical manifestations and to the indicators of organisational life. Symbols are experienced as tangible and can be noticed through sound, touch, sight and smell (Rafaeli and Worline, 1999). Symbols and artefacts are indistinguishable and a list of organisational symbols consists of the corporate logos, slogans, stories, visual images and metaphors (Gioia, 1986 cited in Hatch, 1993, p. 669) while corporate behaviour consists of values and norms and corporate communication consists of public relations and advertising. In Infosys a particular dress code is followed which is considered as a part of companys corporate design where men are required to wear full sleeve shirt and tie and women are meant to wear full formal wear like salwar kamij. Prospective symbolisation suggests that an artefact is an objective form in a literal meaning. Firstly they arise as just artefacts and by adding cultural processing they get recognised as symbolic forms by the organisation (Brown,1993 and Tompkin, 1987 cited in Hatch, 1993, p.670). Retrospective symbolisation enhances prospective symbolisation which furthers the meaning of the aspect. In addition, Infosys logo remains one until retrospective symbolisation takes place which results in the emblem meaning much more such as an image for purpose and vision corresponding to its slogan Powered by Intellect, driven by values (Infosys Limited, 2004). Corporate behaviour is the attitude of an organisation when it is considered as a single body. Values define customer satisfaction and leadership. Norms are for the long term development of Infosys and the best standards of corporate governance should be applied for greater prosperity such as an increased customer base and profits. The company applied a good level of external communication and it never compromised on its profit margin. External clients are aware of the Infosys service quality, are never concerned about bargaining the terms and conditions and always wants to give their business to the company. Also, the company keeps its client well informed concerning progress of their project, through weekly meetings. Infosys is a knowledge intensive company which recognises the value of its human assets in maintaining an enhanced culture. The business activities of the company are anchored into the pillars of corporate behaviour which are business ethics and corporate social responsibility. According to the interviewee Infosys main ethic is based around the notion that Client is the Boss and that it tends to prioritise client requirements over its own as long as their margin standards are met. Also, Infosys adopted schools in villages and took full responsibility of education of children; ex CEO runs his own non-governmental organisation in which they use to raise funds for the poor. Interpretation In terms of cultural assumptions, it can be useful to refer to not only the Dynamic Model, but also the original model of Schein, where the assumptions are viewed as the core content of the organisational culture. As basic assumptions consists of unconscious and strong granted beliefs within an organisation (Schein, 2004), in Infosys it can be seen as a less hierarchical and friendly atmosphere between employees as a part of the culture of the organisation. However, from a cultural dynamic perspective, interpretation is considered as a bidirectional process that contains an interaction between current symbols and basic assumptions. Schutz (1970, cited by Hatch, 1993) claimed that interpretation was a significant medium for establishing the meaning of an experience and involved the retrospective and prospective interpretations simultaneously. The former is a move from basic assumptions to current symbols, which can be seen in relation to Infosys as the activities for a successful completion of the work. Emotional satisfacion from the rewards can be related to the competitions and games organised by the company. The Prospective path introduces an influence on basic assumptions from symbols, such as newly created activities and rewards systems, which may influence the creation of new assumptions and opinion within the company. According to Ricoeur (1976 cited in Hatch, 1993: 674) interpretation should be viewed as a second-order experience of symbolisation which can be distinguished with the direct experience. Hatch (1993) summarised interpretation in two points: Firstly, current symbolisation experience was interpreted in an existing cultural frame and revised assumptions by constructing some new meaning. The prospective interpretation focuses more on the move from external symbols to company assumptions and also involves a reciprocal effect. Infosys describes itself as multi-cultural because of its global and diverse recruitment base. It may be a significant reason and stimulus for the free, active, inclusive and innovative work atmosphere inside the company. Employees from different nations and regions bring various and contrasting opinions and work styles to the workplace, which promote the development of innovative and specific ideas, methods and perspectives. Multi-cultural employees offer a special cultural content for Infosys, who gives a symbolic significance to it. Secondly, cultural assumptions had effects on symbols and supplied opportunities for culture to re-establish existing symbolised content and engage new symbols. Infosys emphasises on its innovation and freedom, for example it organises events at least twice a year where lower level employees get to meet top management. Sports, culture and art are supported and several fun clubs and activities are provided. It also has a rich internal communications to supply opportunities for employees to know how their organisation works, how decisions are made, and what drives the company to develop. Limitations of report interview Although the chosen model for this analysis is very complex, there are still limitations to the report. Firstly, the fact that only one person was interviewed limits the report because the perception of an individual does not necessarily represent the rest of the employees. Moreover, our main source of information is the Infosys official site. However, it is understandable that there is a strict policy about the information available on their website. Secondly, the Cultural Dynamic Model has a few underlying limitations. Hatch tried to fill the gaps in Scheins model by adding symbols as a new category and used the interpretation process to explain the relationship between symbols and assumptions. However, the explanation for this process was relatively short in comparison to other processes within the model. Furthermore, the processes of the model concentrate on cognitive and social behaviours, but not on the relationship between the members of the organization (Hatch 1993). Future research should work on expanding the interpretation processes of the model to make it clearer, as well as including interrelationship factors into the model. Conclusion Infosys emphasises on the importance of culture. It uses a hierarchical structure, however this does not imply it uses a rigid chain of command, and a strict set of rules. The Company values its employees, its diversity and the different skills and working practices employees bring to it. Furthermore, it is concerned with their well being and this can be shown by employees being classed as assets on their balance sheet. It provides a relaxing environment for employees to work in and provide them numerous benefits to increase productivity, efficiency and innovation. In addition, it enables low level employees to meet and interact with top management by organising at least two events every year. Additionally, certain rules and regulations still exist to ensure efficient working practices. Infosys has found the right proportion of rules and regulations with freedom and relaxation, and this is what gives it strong organisational culture. Word Count: 2,648

Thomas Jefferson: Contributions to Literature and Other Fields :: essays research papers fc

Thomas Jefferson is commonly most notable for his contributions to American political history. He was President of the United States, the first secretary of state to George Washington, minister to France with Benjamin Franklin, governor of Virginia, and congressman. (725) Jefferson’s literary works strongly reflect the focus, love, and ambition that he had for this country. Aside from the aspirations for the United States, he also very much appreciated it’s then un-tainted beauty, as he makes note of in Notes on the State of Virginia when he speaks of the Natural Bridge, â€Å"It is impossible for the emotions, arising from the sublime, to be felt beyond what they are here: so beautiful an arch, so elevated, so light, and springing, as it were up to heaven, the rapture of the Spectator is really indescribable!† (733)   Ã‚  Ã‚  Ã‚  Ã‚  Jefferson was born on April 13, 1743 in Shadwell, or what is now known as Albemarle County, Virginia. He was born unto Jane Randolph Jefferson and Peter Jefferson. His mother was from a wealthy, and one of the first families of Virginia. His father was a self-educated man that became a country official and surveyor. (725) Sadly, Peter Jefferson died when young Thomas was only fourteen leaving him two thousand seven hundred and fifty acres of land.   Ã‚  Ã‚  Ã‚  Ã‚  Jefferson entered the college of William and Mary in 1760 when he was but seventeen years old. His habits were those of patience and severe application. Math was his favorite study, at which he very much excelled in. When came time for relaxation, he exercised his skill at the violin. Jefferson swiftly graduated in only two years with the highest of honors that the school offered. Afterwards, he studied law with a friend from William and Mary, George Wythe. In 1769 he began six years of service as a representative in the Virginia House of Burgesses. The following year he began building Monticello on part of the land inherited from his father. The exquisite mansion, which he designed in every detail, took years to complete, but part of it was ready for occupancy when he married Martha Wayles Skelton on January 1, 1772. They had six children, only two of whom survived into adulthood. (web) Jefferson's reputation began to reach beyond Virginia in 1774, when he wrote a political pamphlet, A Summary View of the Rights of British America. Arguing on the basis of natural rights theory, Jefferson claimed that, â€Å"ties to the British monarchy were voluntary and not irrevocable.

Motorola and Globalization

Motorola is an electronic communications pioneer and is one of the foremost designer and manufacturer of cellular phones, cordless phones, two-way radios, pagers, cable modems, broadband set-top boxes, and other communications products and systems. About 60% of its sales are from outside USA. Motorola has followed the global strategy for several decades and has used this strategy to increase business revenues. The company started to enlarge its operations outside the United States by building a plant in Mexico and marketing Motorola products in eight countries, including Japan. In 1961, an office was opened in Japan and in 1968 Motorola Semiconductors Japan was formed to design, market, and sell integrated circuits. There was an ongoing attention to  Ã‚   globalization by Motorola on Asian, Eastern European, and Latin American markets in the early 1990s. In 1993, the company announced ‘Corporate America's biggest manufacturing project in China': two plants for the manufacture of simple integrated circuits, pagers, and cellular phones. The changes at Motorola are part of a wider movement in American business   Most companies, including Motorola, are also increasing their importance on creativity and innovation, as globalization has led to increasing competition from low-cost rivals from abroad .. According to its CEO Ed Zander, â€Å"In order to compete successfully in today's global world, companies must invest in the countries they do business in, learn the ins and outs of doing business in those countries, and not view them as simply a source of cheap labor†. With such global strategy, Motorola has acquired a presence in the global market that goes further than a few marketing maneuvers. Together with Global strategy, it has inherent sincerity about supporting its customers and training its employees which have pervaded its policies as well as its budget   Motorola has   focused on customers and relationships, a respect for the work force and a strict sense of responsibility.. All of these strategies have led to its success and today Motorola is the world’s number 2 in sales of cell phone. http://www.businessweek.com/magazine/content/05_32/b3946103_mz063.htm Ed Zander on Motorola’s tech Turnaround,11/28/2005 , Working Knowledge for business leaders Archives Retrieved on 6/12 /2007 http://hbswk.hbs.edu/archive/5113.html      

Personal Moral Essay

The personal moral that has the most impact on how I go about living my life is self-respect. Self-respect impacts my life in such a way that has guided me in the right direction and will continue to assist me in the positive direction as I go through life. Establishing self-respect resulted in creating my own identity that has been a foundation for my lifestyle. When I established that strong foundation of self-respect, I began to carry myself as a leader amongst my peers and not give in to common mistakes that come through acts of peer pressure. A sense of self-respect has also resulted in me effectively using my common sense and avoiding preventable and unnecessary errors. By valuing my self-respect, I can respect others and treat them with a sense of worth, as I would expect people to treat me. In order to be successful as a FBI agent, I must respect the multitude of diverse people, opinions, and circumstances that are present in the world. My self-respect has directed me to choose to surround myself with like-minded people who also have positive genuine attitudes, positive traits, and are working to establish and achieve their goals. Self-respect has assisted in my decision-making and problem solving processes. Because I value my self-respect, I have pride and dignity in everything I do. Self-respect is needed in my life’s journey towards independence. Self-respect is not an option for me but is a mandatory principle of my life. It allows me to be open to accepting various viewpoints and constructive criticism from others so that I can become mentally and morally secure and empowered. The enhancements that self-respect adds to the overall outcome of my life’s lessons are the significant influences that increase the gained benefits of my life’s experiences.