Zongshen Group Essay Example for Free

Zongshen Group Essay Chongqing, a city in central southwestern China, had a heritage in heavy manufacturing, as it was one of the centers of the Chinese defense industry, especially for vehicles. In 1980s, when the Cold War slowed, the central government wanted to reduce defense expenditure and asked some of the state owned enterprises (SOEs) to begin manufacturing civilian products. At the beginning only SOEs could get license for the business but government permitted people to go into business for themselves but they could only work as individual business operators and could not set up companies. Many of the SOEs turned to parts production. Zuo Zongshen, being a former motorcycle repairer, decided to open a motorcycle repair business in 1982 with the present condition in China. Almost all of the motorcycle industry was producing imitations of Japan motorcycles at first as they could not afford any investments for research and development. By 1992, the regulations had changed and individuals were permitted to set up private companies, so Zuo quickly set up a company to assemble motorcycle engines from purchased parts which was capitalized at CNY500,000. The parts that were manufactured by SOEs were the copies of Japanese engines. There were several hundred of these suppliers and assemblers had to figure out how to select the right ones. Being a former motorcycle repairman, Zuo knew which factories made the good ones and what were the good brands. After 3 years of assembling, Zuo was dissatisfied with the approach as it was not easy to get parts from manufacturers as they were mainly responsive to large scale SOEs. He used to use his network and sometimes â€Å"red envelopes† to get the parts. With the experience he had, he has started to make core components in house and increased the number of the components in house production as his capabilities improved. He classifies the necessity to do this in three drivers; to make a differentitation, to guarantee the supply and also to upgrade the parts as a good start for innovation. In order to improve quality and reliability of parts that it produced as well as to reduce production costs, Zongshen started applying advanced technology tools such as computer aided design and computer aided manufacturing to its product development. Besides, Zongshen also sought manufacturing consultant from former Honda employees and visited its competitors and prospective partners like Harley- Davidson in the United State. As a result, Zongshen was stood out in the common manufacturers throughout the country. In 2000, Zuo decided to build up the company group structure. They splitted the responsibilities between the departments. Then they decided that they should tap into capital markets. Becoming a world class competitor would require a lot of capital, if the company could float its stock, it would have a source of equity capital. The technique that Zongshen used to raise its financial capital is very artful. Instead of following the tradition method which is through an initial public offering (IPO), Zongshen used another technique called â€Å"Reverse Merger† or â€Å"Backdoor Merger†. The technique can be described in detail that Zongshen had a target list of companies which had an existing list but lack of assets or liabilities. Once Zongshen could attain one from the list, it would merge its assets into. This technique is very critical for the success of Zongshen. In fact, when it became the largest shareholder of a Chengdu company, it divested the assets of the origina l company and inserted its own assets from the engine company. As the result, it turned into the largest engine manufacturer in the Chinese motorcycle industry. In 2004, Zongshen added its 3rd business, another listed company in Canada. Buying PEM Technologies through Norstar Venture in Canada led Zongshen to be able to control the technology manufacturing proton exchange membranes, a key element in producing hydrogen fuel cell. Having this technology, Zongshen became very successful in manufacturing and selling e-bikes. In fact, its two subsidiaries could produce 350,000 units of e-bike a year. Its sale volume increased dramatically from 50,000 units in 2007 to 220,000 units in 2008. Moreover, Zongshen enhanced its effectiveness by collaborating with other established firms. Piaggio, for instance, became its partner in exploring rural markets. The corporation set up a new company and planned to manufacture 100,000 scooters a year. As a part of the new joint venture agreement, Zongshen would supply the company with a significant amount of parts. In fact, by 2005, Zongshen provided 35% of accessories and components of the scooter. It was expectedly increased by 50% in 2006. In 2005 the Chinese motorcycle industry still had too many manufacturers, and they were introducing undifferentiated products to the same customers. As a result the margins were too low. Zuo studied W.Chan Kim and Renee Maugorgne’s book about â€Å"Blue Ocean Strategy† which argued that firms should go after uncontested â€Å"blue ocean† market, and look for some new demand instead of chasing existind demand in hyper competitive â€Å"red ocean† markets. Zuo decided not to produce imitations; instead Zongshen launched the cyclone project to develop products with technology in order to introduce differentiated products. The original production facility was converted to a RD center and Zongshen contracted with Nova design to assist with new product designs. After spending CNY300 million, they launched first Cyclone products in 2007 and 2008. But in the markets that change was not succesfull. Consumers and retailers had doubt that Zongshen could make such good products and the blue ocean products failed. So they decided to launch â€Å"Purple Ocean† products with a higher quality than red ocean products and of course with higher prices, but still lower than blue ocean products. The â€Å"Purple Ocean† products coincided sharp rebound in profitability. Improved quality and styling helped products such as ZS250 to gain popularity. One key change for the company was implementing a new performance evaluation and incentive scheme that linked all employees’ base salary to the breakeven point of the company. For the e-bike market, traditionally lead acid batteries were used. While inexpensive and mature technology, lead acid batteries were heavy and had alimited lifetime to deep discharge cycles. Zongshen PEM was using either lead acid or lithium ion batteries. The latter gave the e-bike longer range and stronger climbing capability. As there were many entrants to the market it is easily seen that the base skills for e-bike were not hard to develop but Zonghsen was determined not to compete in high volume, so the question was differentiation. The key differentiators in e-bike industry were in several categories, and the challenge was to have required skills. The company launched a tool called â€Å"Master Apprentice agreement† with about 40 key personnel and managerial positions. Zuo was personally ta king care of those personnel and helping them to build skills and giving gifts. Also there was a career development plan for those employees. While talent had always been a challenge for Zhongsen, it is now very critical as they want to transform to e-bikes.   How did Zongshen acquire the capabilities to produce motorcycles? As noted above, Zou was a motorcycle repairer in the past. As many of the SOEs turned into manufacturing of civilian products, with the change of the laws and permissions he first became an individual business operator. After 1992, the regulations has changed and indivuduals were permitted to set up companies so Zuo set up the company. As he had experience and and was not coming from the trenches, he knew to select the best parts and Zongshen became a good assembler. After some years of assembling he decided to produce some critical parts in house and gradually he has started to manufacture more parts. He classifies the necessity to do this in three drivers; to make a differentitation, to guarantee the supply and also to upgrade the parts as a good start for innovation. Zongshen also adopted the comp uter aided design relatively earlier than the others.

Evaluation of Canon’s Strategies Essay Example for Free

Evaluation of Canon’s Strategies Essay The first part of this investigation involves an evaluation of the strategies used by Canon and the key factors for success. In order to being this review, it is first necessary to consider how the company has performed in recent years. Table 1 provided below provides an overall review of the organization’s performance in recent years. The data clearly suggests that Canon has made notable progress toward developing market share, revenues and profitability. In addition to reducing its debt to asset ratio in 2008, the organization also increased its stockholder equity to assert ratio. Table 1: Key Performance Indicators for Canon, 2004-2008 [pic] Data courtesy of: http://www. canon. com/ir/annual/2008/report2008. pdf Other indicators of Canon’s success are provided in Figures 1 and 2 below. These illustrations provide a review of net sales and ROE/ROA for 2003-2007. Figure 1: Net Sales for CanonFigure 2: ROE/ROA for Canon Data courtesy of: http://www. canon. com/ir/annual/2007/report2007. pdf With the realization that Canon has performed so well in recent years, it is pertinent to consider the specific areas which have promulgated success for the organization. A crucial review of the case information provided on the organization suggests that there are a number of pertinent strategy elements which have been pertinent to the success of the organization. In particular the organization has worked to develop a mission and vision which it has incorporated on all levels of its operations. The development of a guiding mission for the organization is essential for success (Henry 2007). Missions provide the foundation for the development of actionable processes which can be used for moving the organization toward specific goals (Johnson, Scholes Whittington, 2008). In addition to developing a mission and vision which provided the organization with a directive for action, Canon also developed a firm strategy focused on attainable goals for operations. Specifically, the organization set the specific goal of obtaining 30 percent of the world market by the 1980s. Research regarding the current state of achieving this objective suggests that even though Canon has not been able to maintain a 30 percent market share in the industry, it has overcome competitor Xerox to become second only to Hewlett Packard. Figure 3 below provides a review of global market share for companies competing in Canon’s industry. Figure 3: Global Market Share for Canon and Competitors [pic] (Data courtesy of â€Å"Office electronics industry profile,† 2008, p. 12) The focus on a specific goal for the organization has clearly had an impact on outcomes for operations. By using this specific goal for development, Canon has been able to set clear, measurable objectives which can be evaluated by the organization to determine outcomes. Setting measurable goals is an important component of developing a strategic plan for the organization (Huang, 2009). Measurable goals are viewed as essential to the successful implementation of a strategic plan which provides significant results for the ongoing development of the organization. Another issue which appears to have had notable implications for the successful development of Canon is the use of specific core competencies to ensure the outcomes of operations. In addition to developing a strategic plan which provided clear and measurable objectives, the organization delineated specific core competencies which it has been able to optimize in order to coordinate its strategic objective and achieve its goals. A review of what has been noted regarding the use of core competencies suggests that core competencies can provide the organization with the ability to focus development in particular areas (Zook, 2007). This process, in turn, sets the stage for the development of management practice and shapes how the organization approaches the market and its competitors. Collis and Montgomery (2008) provide a more integral review of core competencies noting the importance of review intended core competencies in the context of the external environment in which an organization competes. As reported by these authors, organizations need to consider the external environment and competitors in developing core competencies. While it is evident that core competencies must meet the internal demands and capabilities of the organization, Collis and Montgomery assert that improper alignment of core competencies in light of competitors and the larger industry in which the organization operates will result in failure of core competencies to be effective. In developing its core competencies, Canon appears to have taken these issues into consideration. The specific outcomes in this area are witnessed by the fact that in the 1970s, Xerox held a majority market share, which it has subsequently lost to Canon. In the 1970s, Canon recognized that the formula for success being used by Xerox was not the same formula which it wanted to pursue in the development of its organization. In this context, Canon chose to pursue a different pathway for competitive development; one which enabled the company to synthesize its internal capabilities with the market environment to create a unique competitive advantage against its largest rival. Because of this process of developing particular core competencies for operations, Canon was able to maximize its internal capabilities and use this as a strategic advantage in the marketplace. In summarizing the overall approach used by Canon to develop its strategic plan and subsequent management processes, it seems reasonable to argue that Canon did more than just place words on paper to establish a foundation for the organization. Rather, the organization developed a comprehensive plan for vision, strategy and development which were implemented on every level of the organization’s operations. In addition to delineating the larger objectives for the organization, Canon developed all of the intermediate steps that would be needed to achieve these objectives. In doing so, the organization aligned all of its activities toward the achievement of the organization’s overall strategy. The development of strategy in this manner is commensurate with what scholars note about the strategic planning and management processes. Kaplan and Norton (2008) assert that the strategy planning and development processes for the organization often end in failure because of the inability of the organization to effectively execute its strategy. Further, these authors assert that strategy failure is common because of implementation problems which manifest as organizations attempt to make critical connections between strategy objectives and specific outcomes which will be achieved to ensure that objectives are reached. Placing this information into the case of Canon, it becomes evident that these issues did not arise. Rather than struggling to implement, the organization developed to tools and resources needed to effectively ensure that it built a foundation which would enable success. It is this specific process which has enabled the success of Cannon. When strategy development is formulated as more than just specific words on paper the end result is the development of a strategic plan which provides concrete action steps for the organization to take. With these action steps in place, the organization is better poised to control the development of the strategic plan and its implementation (Neilson, Martin Powers, 2008). This element of control in the strategic planning process has been noted to be an important contributor to the success of strategic implementation. When control is established in the strategic planning process, the organization is able to dictate the specific changes which will occur and respond to outcomes in a manner that is commensurate with the capabilities of the company and responsive to the specific external environment which will impact the outcomes of operations. What Other Companies Can Learn With a basic review of the success of Canon in the development of its strategy provided, it is now possible to consider what, if anything, can be learned by other companies from this case. In examining the development and outcomes of Canon, it becomes evident that the specific protocols and practices which have been used by the organization to achieve success should not be mimicked by other companies. Even though Canon has been quite successful in its efforts to develop its products and services, the reality is that other companies cannot expect to use the same formula for success and to achieve the same outcomes achieved by Canon. Other companies have attempted to use this approach in the past—i. . Circuit City, K-Mart, etc. Even though mimicking another organization may provide some benefits in the short-term, the reality is that the outcomes achieved will not provide an organization with a long-term foundation for development. Even though companies examining the case of Canon may not be able to use the same specific tactics employed by the organization, Canon did employ a number of general models for strategic planning and development which could be considere d by other organizations. In particular, the development of core competencies for operations is an important tool which other companies could consider for success. An examination of models for the development of core competencies in the organization suggests that companies need to begin with a core strategy for the development of their operations. Once this core strategy has been delineated, it is then possible to articulate specific areas of organizational development by attaching them directly to the core strategy. Figure 4 on the following page provides a generic model of how core competency development for the organization has been conceptualized in for translation of core competencies into organizational practice. The application of this model to the development of core competency planning for the organization would serve as the foundation for the development of the basic ideas which could then be used for the further development of the organization. Based on the specific core competencies decided upon by the organization, a formal strategic plan for organizational development could be implemented. This plan would need to reflect the development of measurable goals to ensure the overall success of achieving core competencies. Figure 4: Generic Model for Core Competency Planning [pic] Image courtesy of: http://www. ulv. edu/cbpm/business/img/mba_exp_graphic. jpg Once the core competencies for the organization have been delineated, it will then be possible for companies to consider the development of a strategic plan. Examining the specific steps used by Canon, it becomes evident that solid advice for planning and development in this area are provided in the case. In addition to developing a driving vision and mission, the organization also implemented critical success factors which enabled the organization to formulate goals. The goals were codified in the context of action steps which provided a concrete foundation for the organization to achieve success. All of these issues were supported by the core competencies established by the organization. Figure 4 below provides a review of this process and demonstrates how other organizations could effectively adopt this process to generate success in their strategic planning and management processes.

Portrayal of Schizophrenia in Clean, Shaven

Portrayal of Schizophrenia in Clean, Shaven Elizabeth Davis Abstract Media portrayals of mental disorders often provide the only contact one may have on the topic. Because of this, filmmakers have a duty to accurately portray the disorders. Clean, Shaven provides first-hand look into the frightening symptoms of schizophrenia in an attempt to humanize the disorder and admonishes society for false presuppositions based upon those suffering from mental disorders (Lim, 2006; Owen, 2012). Portrayal of Schizophrenia in Clean, Shaven In Clean, Shaven, Lodge Kerrigan attempts to place the viewer in the mind of Peter Winter, a schizophrenic recently released from a mental institution, through the use of strange camera angles and a bizarre, glaring soundtrack (Byrne Kerrigan, 1993). The film seeks to humanize the day-to-day struggles of life dealing with the symptoms of schizophrenia, such as auditory and visual hallucinations. One of Winter’s auditory hallucinations fits especially well with this theme: â€Å"For you it’s paranoia. For me it’s a reality† (Byrne Kerrigan, 1993). In addition, the film comments on society’s discrimination against mental illness by allowing the viewer to falsely assume Winter murders a young girl (Byrne Kerrigan, 1993). Symptoms and Diagnosis According to the DSM-5 diagnostic criteria for schizophrenia, one must exhibit at least two of the five active symptoms: delusions, hallucinations, disorganized speech, grossly disorganized or catatonic behavior, and negative symptoms (Oltmanns Emery, 2015). Additionally, at least one of the symptoms must be one of the first three (delusions, hallucinations, and/or disorganized speech) and must occur for at least one month (Oltmanns Emery, 2015). Clean, Shaven only provides a brief glimpse into Peter Winter’s life, however during this time, he does exhibit both delusions and hallucinations, as well as catatonic behavior and inappropriate affect (Byrne Kerrigan, 1993). Winter suffers from delusions that during his commitment to a mental institution he underwent a surgery to implant a radio transmitter in his finger and a receiver in his head (Byrne Kerrigan, 1993). In two separate scenes, Winter attempts to remove both the transmitter and the receiver, speaking to the persi stence of the delusions (Byrne Kerrigan, 1993). Additionally, Winter suffers from both visual and auditory hallucinations, the latter of which he believes originate from the transmitter in his finger (Byrne Kerrigan, 1993). According to Oltmanns and Emery (2015), catatonic behavior may be expressed through excited and over-activity, such as pacing or repetitious movements. Repetitious movements appear at several times throughout the film, especially in times Winter is exceptionally stressed, such as in a scene in which he repeatedly bangs a card catalogue in a library (Byrne Kerrigan, 1993). Winter also exhibits inappropriate affect. Upon reuniting with his daughter who was placed for adoption when Winter was committed, Winter expresses increasing agitation instead of happiness (Byrne Kerrigan, 1993). The DSM-5 enumerates additional criteria for diagnosis. The B-level criterion addresses the level of dysfunction in major areas of life, such as self-care, work, and interpersonal relationships (Oltmanns Emery, 2015). Because Winter has spent an unknown quantity of time in a mental institution and is just being released in the beginning of the film, his job performance cannot be analyzed, however, the viewer will note a steady decline in personal grooming throughout the film (Byrne Kerrigan, 1993). In the beginning, Winter exhibits fastidious grooming habits, keeping his clothes meticulous and his hair neatly trimmed (Byrne Kerrigan, 1993). During a shower scene, Winter is seen scrubbing down with steel wool, suggesting a compulsive aspect to his hygiene habits (Byrne Kerrigan, 1993). Towards the end of the film, Winter becomes markedly disheveled (Byrne Kerrigan, 1993). An interaction with his mother reveals strained interpersonal relations (Byrne Kerrigan, 1993). The remainin g diagnostic criteria were not addressed in the film due to the limited dialogue and the time constraints of the film. However, judging by the age of Winter’s daughter and comments on the onset of the symptoms made by his mother, it can be inferred that his symptoms have persisted for a time period exceeding the necessary six months. The quality and duration of symptoms along with the level of dysfunction confirm the diagnosis claim of schizophrenia. Causes of Schizophrenia According to Oltmanns and Emery (2015), the interaction of both biological and environmental factors combine to cause schizophrenia. A wealth of data supports a physiological and genetic component to schizophrenia, based upon brain scans showing structural abnormalities and evidence of neurotransmitter dysfunction (Oltmanns Emery, 2015). However, this evidence only supports a predisposition to the disorder that may remain dormant until an environmental factor triggers the expression (Oltmanns Emery, 2015). Oltmanns and Emery (2015) state environmental triggers include complications during pregnancy or birth, maternal malnutrition, certain viral infections. A correlation between schizophrenia and various social factors has also been found. For example, the highest concentration of schizophrenia occurs amongst those with the lowest socioeconomic statuses (Oltmanns Emery, 2015). According to Oltmanns and Emery (2015), two theories exist to explain this phenomenon: social causation, in which the status causes the disorder, and social selection, in which the disorder forces the status. Additionally, higher rates of schizophrenia occur in those who immigrate from another country, perhaps causing social adversity that triggers the disorder (Oltmanns Emery, 2015). It is unclear what combination of factors caused Peter Winter’s disorder. His mother mentions that as a child he had a strong attachment to a neighbor’s dog and became despondent and uninterested in enjoyable activities when the dog passed away (Byrne Kerrigan, 1993). Additionally, she mentions that he dropped out of college after only a few months, lost 20 pounds, and cut contact with the family, which is within the typical age of onset (15-35 years of age) for schizophrenia (Byrne Kerrigan, 1993). Judging from setting elements in the film, such as the fishing industry and farm houses, Winter lived in a predominantly working class town, which supports the social causation hypothesis (Byrne Kerrigan, 1993). Media Messages on Schizophrenia and Mental Health Filmmakers, when representing a mental disorder, have a moral obligation to accurately portray that mental disorder. According to Owen (2012), many cinematic depictions are based upon misinformation. In her analysis of 42 film characters, Owen (2012) found all depictions of schizophrenics carried some form of incorrect information. For example, 79 percent of these characters were male, a much higher rate than in actual occurrence (Owen, 2012). Additionally, 95 percent were Caucasian, whereas schizophrenia occurs at a much higher rate with African-Americans (Owen, 2012). Byrne and Kerrigan (1993) are guilty of dissemination both of those inaccurate depictions in Clean, Shaven. Owen (2012) found that while Clean, Shaven did rely on some inaccuracies, they were â€Å"inconsequential and did not detract from an overall accurate and compelling portrayal of schizophrenia† and praised the film for providing a â€Å"realistic and sympathetic representation [of the] day-to-day struggl es to cope with symptoms.† Of additional note, Kerrigan allows the audience to formulate presuppositions about Peter Winter’s guilt. In the opening scene, Winter sits in his car as a girl bounces a soccer ball against the windshield. Startled by the sound and frightened by the glare she gives him, Peter steps out of the car and walks off out of camera range. Next the viewer hears loud bangs and a girl screaming, then Winter gets back in the car with a large item wrapped in orange plastic bags. In a later scene, Detective Jack McNally is called on a case of the murder of a girl who looks similar to the girl with the soccer ball. Throughout the movie, McNally, and the audience as well, believes Winter murdered the girl, however he is unable to find any conclusive evidence. In a final scene, McNally rips open the orange plastic to find nothing but newspapers. This interplay comments on society’s false notions that the mentally ill are much more likely to commit violent acts (Oltmanns Emery, 2015; O wen, 2012). The viewer is left questioning whether the sounds of violence from the beginning were just another of Winter’s auditory hallucinations. In conclusion, Clean, Shaven provides a unique, sympathetic view into the life of someone suffering with schizophrenia. Byrne and Kerrigan (1993) portray auditory and visual hallucinations realistically and in a way that the viewer experiences them as if his own, providing more understanding for the development of the delusions. References Byrne, J. D. (Producer), Kerrigan, L. (Director). (1993).Clean, Shaven[Motion picture]. United States of America: DSM III Films. Lim, D. (2006). Clean, Shaven: Inside man. The Criterion Collection. Retrieved from http://www.criterion.com/current/posts/453-clean-shaven-inside-man Oltmanns, T. F. Emery, R. E. (2015). Abnormal psychology (8th Ed.). Boston: Pearson. Owen, P. R. (2012). Portrayals of schizophrenia by entertainment media: A content analysis of contemporary movies. Psychiatric Services, 63(7), 655-659. doi: 10.1176/appi.ps.201100371

The Revolution of 1848 and Karl Marxs The Communist Manifesto Essay

The Revolution of 1848 and Karl Marx's The Communist Manifesto There were two major things that happened in Europe in 1848. One of those things was the Revolution of 1848. The other was the publication of the Communist Manifesto, written by Karl Marx. The Revolution of 1848, and the Communist Manifesto tie into each other very well. The Revolution was calling for a change in society, and so was Marx through the writing of his Manifesto. The revolution was a foundation for changes to take place in Europe. Due to the Revolution, socialism and communism began to rise. The Revolution of 1848 affected much of Europe. Almost all of the countries in Europe with the exception of England and Russia were involved in the Revolution. The Revolution shook the countries in which a bourgeois elite led the opposition against reactionary governments. Russia was not involved for the fact that they did not have any bourgeois, and England was not involved because after the electoral reform of 1832, the English bourgeois was no longer in opposition. In 1848, France was in turmoil. There was high unemployment in France at that time. Workers went to barricades in the streets. Upheaval broke out all over the country. Men went to barricades and forced the king into exile. It was very hard for many of the people to make any money in France at that time. The money for factory workers was quite scarce. Factory workers barely made enough money to survive on. In 1848, a woman’s newspaper came out that was called the Voice of Women (voix de femmes). The women of France were the authors of this newspaper. These women called for freedoms of their own. Women wanted the ability to vote, and they wanted m... ...lassicnote.com/ClassicNotes/Titles/communist/shortsumm.html 3) Industrialization http://http://www2.sunysuffolk.edu/westn/ind&rev.html 4) Class Website http://http://homepages.udayton.edu/~santamar/ 5) E-mail me your thoughts http://stevenpc@notes.udayton.edu Biography 1) Bernstein, Eduard. Fredrick Engels: The Principles of Communism, October-November 1847, (19 October 2001). 2) Franz Mehring, Karl Marx: The story of his life, (Great Britain: Butler and Tanner, 1951). 3) Kessler, Gary E. Voices of Wisdom: A Multicultural Philosophy Reader, (Belmont, CA: Wadsworth, 1998), 529. 4) Manifesto of the Communist Party. History and Religious Studies. 5) Sherman, Dennis, and Joyce Salisbury. The West in the World. New York: Mcgraw Hill. 2001.

What is the Significance of the Heath in Return of the Native? :: English Literature

What is the Significance of the Heath in Return of the Native? It is evident right from the beginning that the heath plays an integral part in the novel â€Å"Return of the Native†, this is because the opening chapter is exclusively about the heath. The heath assists in creating the feelings of both central characters and the background heath folk, the first chapter is titled â€Å"A Face on which Time makes but little Impression†, meaning that Egdon Heath is timeless and everybody on it has little significance. The reader gains an insight of the novel and its genre through the first chapter, â€Å"It had a lonely face, suggesting tragical possibilities.† This aids the reader in identifying that there is going to be something tragical in the novel. Hardy is also using personification, which brings the heath to life. In spite of this, the first chapter also does what every other first chapter in a novel does, it sets the scene. Egdon Heath, as far as the novel is concerned and the characters inside it, is the world. The only time that the novel ever abandons the heath is only briefly between pages 253-257 which is the part when Wildeve and Eustacia are at the dance together in Budmouth. It is comprehensible that the heath folk consider Egdon Heath to be everything when they talk about Paris as if it were a million miles away, â€Å"like a King’s Palace as far as diments go† is the description they use when describing Clym’s shop. Hardy also uses the heath as a metaphor for how the central characters are feeling. On page 206, when Clym moves out of his mothers house, the fir and beech trees are described to be â€Å"suffering more damage than during the highest winds of winter†¦ the wasting sap would bleed for many days to come†. We also get an insight to the way Eustacia is feeling through the storm on the heath on page 345-346, â€Å"Never was harmony more perfect than that between the chaos of her mind and the chaos of the world without†. The brief flowering in the summer time on Egdon heath represents the love between Eustacia and Clym, when it flowered it was beautiful and colourful and sweet, but it soon drooped, dried out and finally died. When Wildeve and Diggory Venn are playing dice on the heath, the contrast is prominent between human behaviour and nature, â€Å"The incongruity between the men’s deeds and their environment was striking†. Hardy is making a comment on human nature and it’s battle against nature. The behaviour of the two men is described as almost

Christian Unity and Ecumenism Essay -- Ecumenicalism, Ecumenical Movem

The ideal of unity seems to be of great importance in the religious world, but rarely is it ever achieved among professed Christians. However, it is vitally important to comprehend unity in its Biblical light. Jesus prayed in John 17:21, â€Å"That they all may be one, as thou, Father art in me, and I in thee, that they also may be one in us: that the world may believe that thou hast sent me.† By definition, unity is the state of being one. In order to have a unified church every member must be one one with the Father and the Son. Subsequently, to achieve such an oneness, each member must be perfectly holy, because God is holy. Unfortunately, this is where a clear contrast is made between the saints and mere religious professors. Religious professors practice ecumenism at the cost of disregarding God's word. Religion will sacrifice the doctrine of Christ in order to achieve an outward union. Religion will make allowances for sin, worldliness, heresies, and other spirits of ungodliness in order to gain a universal, all inclusive church. Ecumenism is the spirit of the age and its origins can be traced to the pits of hell, the promoter of Babylon. Ecumenical spirits influence various religions to lay aside theological differences, and accept and tolerate diverse beliefs coming together and forming ecclesiastical bonds. Historically, Catholics and Protestants fought each other, and not only through verbal exchange, but through physical means as well. World and religious leaders today advocate accepting all faiths and tolerance of differing viewpoints. For the most part they reflect the ideals of the general consensus. Popular opinion suggests that there are various paths to God, and it is narrow minded to believe there is only on... ...ls short of it will be eternally lost. The message of the Church of God is â€Å"come out of her my people and be not a partaker of her (Babylon) sins.† Come out of all false religion, even if it be under the guise Church of God. Renounce sects, denominations, and systems of men! Forsake ecumenism for it is the promotion of Satan and is available at a bargain rate at almost every religious grocer's market, but at the price of eternal damnation. It costs nothing to obtain the approval of religious establishments, but will cost man his soul because it does not obtain the approval of God. Ecumenism is of the flesh and has deceived and will continue to deceive multitudes. There is only one kind of unity that meets the approval of heaven and the criteria of God's word, and it is the unity of the spirit. May fellowship first begin with God, and with his Son Jesus Christ.

An Ideal Performance Evaluation System Commerce Essay

â€Å" Most folks scoff at the thought that there might be a perfect system for making employee public presentation assessment. They think that since their organisation is â€Å" alone, † so their system for analysing employee public presentation must be alone, excessively. How foolish. Do n't jeer – there is an ideal method for the appraisal procedure. In administrations that take employee public presentation assessment earnestly and utilize the procedure good, the system maps as an ongoing procedure – non simply an one-year event. † – Dick Grote 1. Among Performance Appraisal experts, there is a important sum of understanding that there is an ideal rhythm that, if followed, will by and large bring forth superior consequences 1. The distinguishable stages or the figure of stairss of this rhythm, nevertheless, varies across the literature available. While Dick Grote identifies four distinct phases2, Stephen P Robbins 3 lineations six different stairss. Back place in India, direction expert, Subba Rao 4 divides the rhythm into nine stairss. Before showing an ideal public presentation rating system, it is of import to reexamine the assorted methods or techniques that have been developed along with the development of appraisal systems. A few of the of import 1s are outlined in the succeeding paragraphs.Methods and Techniques for Appraisal2. Graphic Rating Scales. This is the simplest and most popular method for measuring public presentation and offers a high grade of structure.5. It compares single public presentation to an absol ute criterion, with each employee trait or characteristic rated on a bipolar graduated table that normally has several points runing from â€Å" hapless † to â€Å" first-class † ( or some similar agreement ) . The supervisor rates each subsidiary by circling or look intoing the mark that best describes his or her public presentation for each trait. The assigned values for the traits are so totalled. The traits assessed on these graduated tables include employee properties such as cooperation, communications ability, enterprise, promptness and proficient ( work accomplishments ) competency. The nature and range of the traits selected for inclusion is limited merely by the imaginativeness of the graduated table ‘s interior decorator, or by the administration ‘s demand to cognize. The one major proviso in choosing traits is that they should be in some manner relevant to the appraisee ‘s occupation. The traits selected by some administrations have been u nwise and have resulted in legal action on the evidences of discrimination.6 3. Advantages. The following are the advantages of following this system: – ( a ) Graphic Rater Scales are structured and standardised. This allows evaluations to be easy compared and contrasted – even for full work forces. Each employee is subjected to the same basic assessment procedure and evaluation standards, with the same scope of responses. This encourages equality in intervention for all appraisees and imposes standard steps of public presentation across all parts of the organization.7 ( B ) Rating scale methods are besides really simple to utilize and understand. The construct of the evaluation graduated table makes obvious sense ; both valuators and appraisees have an intuitive grasp for the simple and efficient logic of the bipolar graduated table. The consequence is widespread credence and popularity for this attack. 4. Disadvantages. The major drawbacks of the evaluation graduated table have been discussed below: – ( a ) Trait Relevance. The traits selected may non be relevant in the same grade across all occupations of the appraisees. For illustration, the trait â€Å" instructional ability † might non be really of import in a occupation that is tightly defined and stiffly structured. In such instances, a low assessment evaluation for the same may non intend that an employee lacks the ability. Rather, it may reflect the fact that an employee has few chances to utilize and expose that peculiar trait. ( B ) Systemic Disadvantage. Rating graduated tables, and the traits selected, by and large attempt to supply an overall appraisal standards or criterion for the apraisees. There is an premise that all the possible indexs of public presentation are included, and all false and irrelevant indexs are excluded. This is an premise really hard to turn out in pattern. It is possible that an employee ‘s public presentation may depend on factors that have non been included in the selected traits. Such employees may stop up with evaluations that do non genuinely or reasonably reflect their attempt or value to the organisation. Employees in this category are systemically disadvantaged by the evaluation graduated table method. ( degree Celsius ) Perceptual Errors. This includes assorted well-known jobs of selective perceptual experience ( such as the horns and halos consequence ) every bit good as jobs of sensed significance. Selective perceptual experience is the human inclination to do private and extremely subjective appraisals of what a individual is â€Å" truly similar † , and so seek grounds to back up that position ( while disregarding or understating grounds that might belie it ) . 8 In other words, we see in others what we want to see in them. An illustration is the supervisor who believes that an employee is inherently good ( halo consequence ) and so ignores grounds that might propose otherwise. On the other manus, a supervisor may hold formed the feeling that an employee is bad ( horns consequence ) . The supervisor becomes unreasonably rough in their appraisal of the employee and ever ready to knock and sabotage them. ( vitamin D ) Perceived Meaning. Problems of sensed significance occur when valuators do non portion the same sentiment about the significance of the selected traits and the linguistic communication used on the evaluation graduated tables. For illustration, to one valuator, an employee may show the trait of inaugural by describing work jobs to a supervisor. To another valuator, this might propose an inordinate dependance on supervisory aid – and therefore a deficiency of enterprise. ( vitamin E ) Rating Mistakes. The job here is non so much mistakes in perceptual experience as mistakes in valuator opinion and motivation. Unlike perceptual mistakes, these mistakes may be ( at times ) deliberate. The most common evaluation mistake is cardinal inclination. Busy valuators, or those wary of confrontations and reverberations, may be tempted to dole out excessively many inactive, centrist evaluations ( e.g. â€Å" satisfactory † or â€Å" equal † ) , irrespective of the existent public presentation of a subsidiary. Thus the spread of evaluations tends to clop overly around the center of the graduated table. This job is worsened in administrations where the assessment procedure does non bask strong direction support, or where the valuators do non experience confident with the undertaking of assessment. 5. Ranking Method. Ranking employees from best to pip on a trait or traits is another option. Since it is normally easier to separate between the worst and best employees, an alternation ranking method is most popular. First, list all subsidiaries to be rated, and so traverse out the names of any non known good plenty to rank. Then, on a signifier indicate the employee who is the highest on the characteristic being measured and besides the 1 who is the lowest. Then take the following highest and the following lowest, jumping between highest and lowest until all employees have been ranked. 9 6. Paired Comparison Method. In this method all possible braces of employees are formed.10 The judge indicates which single in each brace is a better performing artist. An employee ‘s rank is determined by the figure of times he or she is chosen as the better performing artist in a brace. The individual chosen most frequently is ranked foremost. Use of this method requires the comparing of many braces even when the entire figure of employees is non really big. This method helps to do the superior method more precise, though it is more complicated than consecutive ranking. 7. Checklist Methods. The checklist is a simple evaluation technique in which the supervisor is given a list of statements or words and asked to look into statements stand foring the features and public presentation of each employee. There are three types of checklist methods viz. , simple checklist, weighted, and forced pick method. ( a ) Simple Checklist. The checklist consists of a big figure of statements9 like â€Å" is he punctual † or â€Å" is his behavior gracious † etc. The rater cheques to bespeak if the behavior of an employee is positive or negative to each statement. Employee public presentation is rated on the footing of figure of positive cheques. The negative cheques are non considered. A trouble may originate because the words or statements may hold different significances to different raters. ( B ) Weighted Checklists. This involves burdening different points in the checklist, to bespeak that some are more of import than others. The public presentation evaluations are multiplied by the weights of the statements and the coefficients are added up. The leaden public presentation mark is compared with the overall appraisal criterions to happen out the overall public presentation of the person. However, it is expensive to plan, and clip consuming. Though this method is appraising every bit good as developmental, it has the basic job of the judge non cognizing the points which contribute most to successful public presentation. 8. Critical Incident Method. With this method the supervisor keeps a log of positive and negative illustrations ( critical incidents ) of a subsidiary ‘s work related behaviors. Every six months or so, supervisor and low-level meet to discourse the latter ‘s public presentation, utilizing the incidents as illustrations. This method has several advantages. It provides illustrations of good and hapless public presentation the supervisor can utilize to explicate the individual ‘s evaluation. It makes the supervisor think about the subsidiary ‘s assessment all during the twelvemonth ( so the evaluation does non merely reflect the employee ‘s most recent public presentation ) . The list provides illustrations of what specifically the subsidiary can make to extinguish lacks. The downside is that without some numerical evaluation, this method is non excessively utile for comparing employees or for salary determinations. Besides it is clip devouring for the judg es, and it may be difficult to quantify or construction the incidents into a concluding narrative rating. 9. Try or Free Form Appraisal. This method requires the trough to compose a short essay depicting each employee ‘s public presentation during the evaluation period. This format emphasises rating of overall public presentation, based on strengths/weaknesses of employee public presentation, instead than specific occupation dimensions. The downside is the clip involved, there is no common criterion, and the essay composing accomplishments may be unequal with different judges. 10. Group Appraisals. Under this an employee is appraised by a group of valuators, dwelling of the immediate supervisor, other supervisors who have close contact with the employees work, directors or caputs of section and advisers. The group appraises the public presentation based on comparing with set criterions, finds out divergences, discusses grounds thereof and suggests ways to better public presentation. This method is widely used for intents of publicity, demotion and retrenchment assessment. 11. Assessment Centre. This method was foremost developed by the German ground forces in1930. This is non a technique of public presentation assessment by itself but is a system, where appraisal of several persons is done by assorted experts, utilizing assorted techniques. Persons from assorted sections are brought together to pass two or three yearss working on an person or group assignment similar to the 1s they would be managing when promoted. Perceivers rank the public presentation of each participant in order to deserve. All assesses get an equal chance to demo their endowments and capablenesss and secure publicities based on virtue. The Centre besides enables persons working in low position sections to vie with people from good known sections and heighten their publicity opportunities. 12. Management by Aims. MBO requires the director to put specific mensurable ends with each employee and so sporadically discourse the latter ‘s advancement toward these ends. The term MBO by and large refers to a comprehensive and formal administration broad end scene and appraisal plan consisting of six stairss: ( a ) Set the administration ‘s end. ( B ) Set departmental ends. ( degree Celsius ) Discuss departmental ends ( vitamin D ) Define expected consequences and set single ends ( vitamin E ) Performance reappraisal. ( degree Fahrenheit ) Provide feedback. 13. There are three jobs with MBO: ( a ) Puting ill-defined ends ( B ) It is clip devouring ( degree Celsius ) Puting aims with the subsidiary turns into a jerk of war with the direction forcing for higher aims and the subsidiary forcing for lower 1s.The Ideal Performance Appraisal Cycle14. Advisers who help administrations make effectual public presentation assessments, academicians who study the public presentation assessment procedure, human resource directors, and organizational development practicians with companies that have successfully developed their ain public presentation assessment systems come to the same decision: public presentation assessment does n't get down with the signifier, it starts with the occupation – planning what needs to be done and calculating out how it will be accomplished. 11 15. An organizational scheme is a requirement for developing an overall public presentation direction system. Before any appraisal of an person ‘s public presentation can be made, the administration ‘s way must be clarified and communicated. Until the end of the administration has non been decided, it would be bootless to make up one's mind the ends for single units or the worker ‘s public presentation appraisal criterions. Authoritative MBO ( Management by aims ) theory, the nucleus doctrine behind most successful assessment systems, begins with the demand that the administration formulate long term ends and strategic programs. These programs lead to overall organizational aims and the procedure continues downward to derivative aims for single units and subdivisions, boulder clay every member of the administration has specific and mensurable aims in consonant rhyme with the ends of the administration. Once an understanding is reached between the supervisor and the subsidiary on the occupation particulars, the following measure is to realize it, followed by the assessment, sooner by both the valuator and the appraisee. The reappraisal of the public presentation is done in a face to confront meeting. Thereafter the procedure begins afresh. Thus the ideal public presentation assessment rhythm can be divided into four stages: – 16. The Evaluation Process. The rating procedure involves: – ( a ) Performance Planning. An administration must hold its mission clearly defined prior to set abouting the public presentation assessment procedure. If the org does non hold a specific way, powerful attempts on the portion of its members wo n't supply consequences. At the clip that a occupation is designed and a occupation description formulated, public presentation criterions should besides be developed for the place. These criterions and aims should be clear and adequate to be understood and measured. Obscure phrases should non be used to specify the criterions. 12 ( B ) Communicate Performance Expectations to Employees. The valuator and the appraisee meet to be after for the approaching twelvemonth. In the treatment, they come to an understanding about five major countries: – ( I ) The cardinal answerabilities of the subsidiary ‘s occupation i.e. the major countries within which he is responsible for acquiring consequences. ( two ) The specific objectives the subsidiary will accomplish within each answerability country ( three ) The criterions that will be used to measure how good the subsidiary has achieved each aim. ( four ) The public presentation factors, competences etc that will be critical in finding how the consequences will be achieved ( how he will carry on the occupation ) . ( V ) The elements of the development program the low-level shall finish during the twelvemonth. 17. This treatment generates an improved employee public presentation as he knows precisely what is expected of them. Furthermore, the valuator can now keep the appraisee accountable. 18. Employee Performance Execution. Over the class of the twelvemonth, employee public presentation should be focused on accomplishing the ends, aims and cardinal duties of the occupation. The superior provides aid and feedback to the person so as to increase the chance of success and creates conditions that motivate and besides decide any jobs that may originate. 19. The valuator and the appraisee meet sporadically to reexamine advancement toward the programs and ends discussed in the employee public presentation planning meeting. The appraisee must seek out a feedback and the needed counsel for the hereafter. Besides elements of the program that have become disused are abandoned by common understanding and new aims to react to altering conditions are established. 20. Employee Performance Assessment. At the clip for the formal employee public presentation assessment, the valuator reflects on how good the subsidiary has performed over the class of the twelvemonth, assembles the assorted signifiers and paperwork that the organisation provides to do this appraisal, and fills them out. The Appraiser and appraisee independently measure the grade to which the different elements of the one-year program were achieved. The valuator completes an appraisal of the subsidiary ‘s public presentation and typically has it reviewed and approved by senior direction before discoursing it with the subsidiary. In an ideal system, the subsidiary besides completes a self appraisal, roll uping informations, if necessary, from equals, subsidiaries, and others. The subsidiary may subject the ego assessment to the valuator to be used as a portion of his overall appraisal. 21. Employee Performance Review. The valuator and the low-level meet, to reexamine their assessments. They discuss the consequences that were achieved and the public presentation factors that contributed to their achievement. The treatment includes: Consequences achieved ( what was done ) . Performance or behavioral effectivity ( how it was done ) . Overall public presentation appraisal. Development. At the terminal of the reappraisal meeting they set a day of the month to run into once more to keep an employee public presentation planning treatment for the approaching 12 months, get downing the procedure anew. 22. This public presentation assessment procedure non merely transforms employee public presentation direction from an one-year event to an ongoing rhythm, it besides tightly links the public presentation of each member with the mission and values of the administration as a whole. The existent value of the system is in concentrating everyone ‘s attending on what is truly of import i.e. the accomplishment of the administration ‘s strategic ends through presentation of the administration ‘s vision and values in each employee ‘s daily behavior. 23. In the best-run and most efficient administrations, employee public presentation assessment is a critical and vigorous direction tool. No other direction procedure has every bit much influence on persons ‘ callings and work lives. Employee public presentation assessment can concentrate each individual ‘s attending on the company ‘s mission, vision and values. Besides ideally, the procedure can reply the two cardinal inquiries that every individual individual in the organisation wants the replies to: What do you anticipate of me? And how am I making?________________________________1. Richard C Grote â€Å" Complete usher to appraisal systems †2. Dick Grote â€Å" htpp//ezine articles.com/expert: †3. Stephen P Robbins â€Å" Management of Human Resources †4. Subba Rao â€Å" Personnel/human Resource Management †5. Archer North â€Å" Performance assessment systems ; www.pasystems.com †6. Ibid p87. Ibid p88. Ibid p109. Subba Rao à ¢â‚¬Å" Personnel/human Resource direction †10. Fisher, Schoenfeldt, Shaw â€Å" Human resource direction † .11 Richard C Grote â€Å" Complete usher to appraisal systems †12. Archer North â€Å" Performance assessment systems ; www.pasystems.com †