Ethnic Conflict and Multiculturalism Free Essay Example, 3000 words

There are deficiencies in a Constructivist approach to studying ethnic conflicts, as this approach does not provide a satisfactory explanation for most conflicts in the past. Moving away from these simplistic assessments of ethnic conflict, Suny suggests that a combination of both emotion and reason are at work in any given instance of conflict. The emotions that instigate conflict include fear, resentment, hate, and anger. But it is debatable whether there is sufficient justification for these emotions and whether they are backed by historical fact (Suny, 2004). The Balkan region had seen some of the turbulent episodes of war and strife dating back to ancient history. Twentieth-century Germany is another relevant case study, as the nation had gone through three distinct phases in this period. Similarly, a few South East Asian nations have composite ethnic, religious and cultural identities. By carefully studying the internal dynamics of conflicts in these examples, key insights int o the nature of ethnic conflict could be gained. The collapse of Yugoslavia into smaller states is a significant event following the collapse of the Soviet Union. To understand the complexities involved in this outcome, we have to grasp the history of the region going back a millennium. We will write a custom essay sample on Ethnic Conflict and Multiculturalism or any topic specifically for you Only $17.96 $11.86/page

Celebrated Mistakes You Should Never Tell a Lie Essay

Celebrated Mistakes You Should Never Tell a Lie And Always Tell the Truth Ernestine M. Stevens Springfield College Lying is so easy to do for most people. We do this at an early age and do not even realize the trouble that we can get in. It seems so cute at first. Once you get grown and the legal complications start it is ugly. You can lose your freedom, family, job, and friends. In the worst way you could possibly lose your life. A lie can seem so small from the beginning then turn into something big at the end. If you tell the truth all of the time, you will not have anything to worry about. At an early age I told a little lie about not eating some cookies. It did not seem too big of a deal to me. I figured that†¦show more content†¦She already had a lot of pearl necklaces and pink blouses. A month went by so I thought that I was in the clear. I have never been so wrong in my life. Once mom found her hidden items, she came to my room. Before she could ask any questions, I blurted out that it was not me. I gave myself away. There was no need to try to explain my way out of this. I got m y backside tore up as well as being put on punishment. This hurt real badly because I could not go outside to play for a three weeks. When I was an adolescent, I repeated a few more little lies. I figured that they were harmless. It still did not dawn on me the trouble that was ahead of me. I knew that I was not hurting anyone. I began to get into more trouble than I should at home and school. Everything started going downhill for me. I received demerits, in and out of school suspensions, and punishments. Staying home from school was okay with me but I did not like the restrictions that I was put on at home. I had so many chores to do that I would rather be in prison my mother had me doing hard labor. To make matters worse I could not even use the telephone. I felt like crawling behind a rock and die. I still did not understand why she made a big deal over these little lies. As young children we all think of life as fun and games. ‘ At the age of eighteen when I thought that I was grown and knew everything, the lies continued. I did not get intoShow MoreRelatedInto The Wild By Jon Krakauer895 Words   |  4 PagesIn the book â€Å"Into the Wild†, Jon Krakauer tells us the story about the life of a young man named Chris McCandless. Raised in a middle class family in Virginia, McCandless lived with his father, Walt; his mother, Billie; and his sister Carine. Chris was intelligent, athletic, extremely well rounded, and had a natural talent for anything he attempted. After graduating from Emory University with a bachelor’s degree, he tells his family that he plans to â€Å"disappear for a while†. What Chris does is heRead MoreThe Great Gatsby Dialectical Journal1734 Words   |  7 Pagesï » ¿1.  Ã¢â‚¬Å"Whenever you feel like criticizing any one,† he told me, â€Å"just remember that all the people in this world haven’t had the advantages that you’ve had.† (p. 1) 2. †¦ there was an excitement in her voice that men who had cared for her found difficult to forget: a singing compulsion, a whispered â€Å"Listen,† a promise that she had done gay, exciting things just a while since and that there were gay, exciting things hovering in the next hour. (p. 11) 3. The idea is if we dont look out the whiteRead More Keith Bassos Wisdom Sits in Places Essay1951 Words   |  8 Pagesthe region that is now known as northwestern Ontario. These aboriginals were indigenous people familiar with the properties of the surrounding plants and wild animals. They lived along the waterways and treated their environment with respect and celebrated its bounties through their spirituality. 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Both Ptolemy and Aristobulus actually accompanied Alexander, and since Ptolemy was a king himself, it would have been disgraceful for him to lie. Arrian is also quick to criticise Alexander when it is deserved, this is indicated by the disgust that he felt at the â€Å"servile behaviour† that Alexander allowed many of his followers to indulge in. This not only indicates how impartial

The role of Human Resources with Corporate Social Responsibility (CSR) Free Essays

Introduction The report aim to address the current case and to look at how Human Resources Department of the Humphrey Group can contribute to the organisation’s wide objective of Corporate Social Responsibility. Brief definition of Corporate Social Responsibility will be shown and how CSR focused corporations behave will then be explained. As a final point, the report will clarify how the HR department of the Humphrey Group can add to implementing and promoting the company’s CSR morals and goals. We will write a custom essay sample on The role of Human Resources with Corporate Social Responsibility (CSR) or any similar topic only for you Order Now Referring to the World Business Council for Sustainable Development (WBCSD), it stated that â€Å"Corporate Social Responsibility (CSR) is the continuing commitment by business to contribute to economic development while improving the quality of life of the workforce, their families and the local community and society at large† (World Business Council for Sustainable Development, 1999) Differently to some businesses whose main focus is to maximise financial target in a short term, CSR focused corporation takes in account of financial responsibility, environmental and even social when conveying business strategies. CSR focused corporation continues to perform socially in a professional and responsible way with company’s stakeholders, which includes; employees, investors, suppliers, local community, consumers, competitors and even with the environment that the business is operating in. HR’s contribution to The Humphrey’s broader objective of CSR Human Resource Department is aware of the worries voiced out by the Board of Directors concerning the compensation ethics in the company and the neediness of slotting in CSR in the company’s main scheme, likewise the importance of HR manager’s critical role in developing, implementing and promoting CSR practices must be passed forward to the Board of Directors, so they recognise this. HRM can add to the company’s wide objectives of CSR in various ways: Reward and Compensation Human Resource Manager should judgmentally review the company’s present incentive schemes and financial compensations. As packages that exclusively focus on making short-term financial profits are most likely to delay the progress of CSR, while this focus on generating sustainable value for the company in a long-run. As a substitute, CSR practises will need to be incorporated in the company’s incentive scheme. As it is understood that â€Å"if CSR is built into incentive systems – salary packages and targets that determine whether the manager receives a pay raise, promotion, etc. – the firm is likelier to motivate greater CSR alignment† (Coro Strandberg Consulting, 2009: p.16). For planning and designing new reward systems, HR can work together with the Board of Directors. According to Jensen and Murphy (1990:p.141) â€Å"cash compensation should be structured to provide big rewards for outstanding performance and meaningful penalties for poor performance†. Therefore, a clear and reasonable financial reward should be created and added to the company’s policies and practices in order to be fair. On the other hand, Frey and Osterloh (2005:p.106) discuss and argue that â€Å"high-powered incentive compensation, even if optimally designed, aggravates the problems in the corporate sector. Pay for performance gives managers and directors incentives to manipulate performance criteria and to resort to fraudulent accounts to the disadvantage of the long-term interests of the firm†. IBM, Enron and even Xerox are some examples of high business scandals. From these cases, it’s proven that company’s crimes aren’t ignored but are dealt with legally as they damage the business’s reputation in a long-run. Alternatively, HRM should encourage non-financial incentives for employees, taking in consideration of award programmes, promotions, e.t.c. this can likewise be positive in been familiar with worker’s contribution and achievements in the company. Employees can also be rewarded by HRM for helping out in the local community, particularly if they kee p the company’s moral and CSR goals in action. Employee selection Selecting workers is one of HR’s roles; this should be drawn to the Board of Director’s attention because HR should contribute to the company’s wider objective of CSR by participating in the ‘board selection process’. This is reinforced by Beatty et al., 2004: p.266 who claims that â€Å"actively involving the HR community in the board selection process, as with any other effective selection process, might yield substantial improvement in the quality, capability, and ethics of board members†. Therefore, involving the HR will make sure that obedience is in place with the company’s standards and CSR practice at the board level. HR can make sure that CSR’s aim and objectives are supported at management and non-management level. HR should do this by collecting and drawing up ‘employee codes of conduct’ requesting them all to be faithful with the company’s ethics and put in place disciplinary for misusers, such as; fraudulent in the organisation. It’s been said that â€Å"employees are the most neglected though most important stakeholders of the organization for conducting CSR activities† (Sharma et al., 2009:p.208). Moreover, Schoemaker, Nijhof and Jonker (2006) agree with the statement. They had to say, employees are â€Å"the everyday human representatives of the organisation and the primary carriers of the organisational values, thus representing the organisation’s identity† (Schoemaker et al., 2006:p.2). Therefore, HR will make sure that employees are inspired and involved with implementing CSR’s values to the company’s strategies. During job induction, HR will make sure that the company’s CSR aim and objectives are well structured and clear to understand. This is to make the new workers feel that they are working in a well cultured firm that takes account a lot of responsibilities, internally and externally. HR experts can add CSR values unto job adverts and even on the company’s main website so keep this informed. Training and development Furthermore, HR can give training about company’s CSR values along with the right interactive principles of the company by using different methods to reach out to its workers. The staff meetings, company’s website, e-mail, newsletters around the organisation, e.t.c. can all be used to carry out this area affectively. HR will make sure that the training programme is for both existing and new employees. This way, new workers will get full information of the company’s aims and objectives, morals and CSR aims in a long run for the company. Organisational structure With the saying of Coro Strandberg Consulting, 2009: p.17. That states that through â€Å"role modelling, building awareness and generating desire (what is in it for me?) and conviction, developing knowledge and ability and reinforcement through incentive programs†, HR experts can have an effect on the behavioural change in these areas and also working with the Board of Directors to encourage the business culture will help in highlighting CSR’s values and goals. Plenty of sources shows that â€Å"firms’ corporate social performance (CSP) is related positively to their reputation and to their attractiveness as employers† (Turban and Greening, 1996:p.658). So the company should recruits brilliant applicants that take and/or want to take CSR values well in the company’s culture. This will give positivity to the company and its staff in a long run. To find out how employees are performing with CSR, HR can carry out questionnaires maybe once a month, asking questions that will generate more awareness of CSR to the workers. Alongside, HR will make sure that â€Å"appropriate behaviors get appraised, appreciated as well as rewarded† (Sharma, 2009:p.210) in the company. In the organisation, HR plays a vital role in making sure the aim and objectives of CSR is implemented in the company at different levels. The Board of Directors and senior level manager will have to recognise HR’s part in the organisation and enable them to take part in CSR development. Having strong CSR in place will provide great competitive advantage for the company with its competitors. And this can only be done if all departments work together for CSR values, i.e. from Board of Directors, senior level managers, HR and all other employees because one of the important gain from CSR is â€Å"a positive impact on employee morale, motivation, commitment, loyalty, training, recruitment and turnover† (Kramar, 2004). References The World Business Council for Sustainable Development. ‘Corporate Social Responsibility: Meeting Changing Expectations’, 1 March 1999, http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?type=pMenuId=MTE0OQ (Accessed 4/04/2011) Coro Strandberg Consulting (2009) Report for Industry Canada: Corporate Social Responsibility. http://www.ic.gc.ca/eic/site/csr-rse.nsf/vwapj/CSR_and_HR_Management1.pdf/%24file/CSR_and_HR_Management1.pdf (Accessed 4/04/2011) Jensen, M. and Murphy, K. (1990) CEO incentives: it’s not how much you pay, but how. Harvard Business Review, 68(3), pp.138-152 Beatty, R., Ewing, J. and Tharp, C. (2004) HR’s role in corporate governance: present and prospective. Human Resource Management, Fall 2003, Vol.42 (3), pp.257-269 Turban, D. and Greening, D. (1996) Corporate Social Performance and Organisational Attractiveness to Prospective Employees. Academy of Management Journal. Vol.40 (3), pp.658-672 Frey, B. and Osterloh, M. (2005) Yes Managers Should be Paid Like Bureaucrats. Journal of Management Inquiry, 14(1), pp.96-111 Schoemaker, M. Nijhof, A. and Jonker, J. (2006) Human Value Management. 10th Annual Conference by the Reputation Institute May 2006, New York, US http://www.reputationinstitute.com/members/nyc06/Schoemaker.pdf (Accessed 5/04/2011) Sharma, S., Sharma J. and Devi, A. (2009) Corporate Social Responsibility: The Key Role of Human Resource Management. Business Intelligence Journal. Vol.2(1), pp.205-213 Kramar, R. (2004) Corporate social responsibility†¦ a challenge for HRHR Magazine http://www.humanresourcesmagazine.com.au/articles/22/0c01d922.asp How to cite The role of Human Resources with Corporate Social Responsibility (CSR), Essay examples

Wriston Manufacturing Corporation free essay sample

Wristons Detroit plant is no longer a viable operation due to long-term capital underinvestment and product-process mismatch. It is recommended that the plant be phased out of operations over a five-year period with production and staff gradually shifted to a new plant to be built in the Detroit area. Further, it is also recommended that division accounting procedures and evaluation mechanisms be modified to allocate revenues/costs allowing for the synergistic benefits of Detroits products, and to recognize inherent manufacturing complexities, respectively. Issues Detroits production is unique when compared to other Wriston plants. Runs are typically lovwolume, involve significant set-up time, and vary significantly due to the sheer volume of different products lines, families and models. It is notable that the Detroit plant is the only plant manufacturing all three product lines: brakes, off- highway and on-highway axles; all other plants produce only a single product line. As seen by its area in Figure 1, manufacturing in Detroit is significantly more complex than other plant. We will write a custom essay sample on Wriston Manufacturing Corporation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Also notable in this fgure are Detroits low return and relatively low sales figures. Capital investment has lagged in Detroit and the equipment is out- ated and inefficient. The general work environment is poor, with leaking pipes and old fixtures. Built in an ad-hoc manner, the layout of the Detroit plant is piecemeal; production typically requires complex flows through dedicated machining areas scattered about various buildings. Both the environment, and other factors seem to contribute to a poorly motivated workforce. Analysis If used prescriptively, Figure 1 would suggest Detroit and its products be divested, though Wristons study group report suggests some products may be profitable if transferred to alternate plants. Shown in Table 2 though, the burden rate or each of these potentially profitable groups is well above normal, apparently reflecting the complexity and variability inherent in Detroits assigned products. Variability, coupled with low volume, suggests the need for a flexible manufacturing system (FMS); the Detroit shop is instead closer to a flow shop confguration. This represents a productprocess mismatch. As the majority of the divisions plants are also flow shops, it seems at best uncertain whether any of Detroits products could be better-produced at other plants; any product transfers would almost certainly inflate the receiving plants burden rates. The possible exception to this is the Fremont plant which has some experience and technology dealing with lower volume runs and product variety. Unfortunately, they are close to capacity. The true value of Detroits products (to the division) must also be considered. Each plant is currently accounted for on a standalone basis, but Detroits many low-volume products are in large part supplementary (e. g. replacement parts) to other plants high-volume products. While these products are necessary to enable high-volume product sales, they are not necessarily sufficiently profitable to Justify their standalone existence. So too, Wristons commitment to provide replacement parts seems indicative of the markets internal performance measures and accounting 2 systems should allocate a portion of other plant product revenues to Detroit in recognition of their synergistic contributions to those products sale. Aside from the depressing plant state, the demoralized workforce at Detroit can be explained by their long-term underperformer attribution. This negative feedback, coupled with a lack of situational control (inefficiencies relate to process primarily) destroys their intrinsic motivation. So too, the commitment of workers to a single machine inimizes flexibility and skill variations, both otherwise motivating factors. Local workforce expectations are diminished when successful products are transferred away to other plants. The rewards for Detroits efforts are usurped by the receiving plants. Alternatives and recommendations Four alternatives have been considered for Detroit; a summary of the key characteristics for each is provided in Table 1. The fourth option presented involves creation of a new plant, but varies from the third option in that production would gradually rather than immediately shift from the current plant. Based upon the analysis provided above, any new plant should be built around flexible manufacturing processes.