Fish Gills Essays - Respiratory System, Fish Anatomy, Animal Anatomy

Fish Gills Not all animals have lungs. Many animals live in environments where lungs would be efficient enough for survival. Gills are another type of respiratory system, which are very efficient at removing oxygen from water: there is only 1/20 the amount of oxygen present in water as in the same volume of air. Gills greatly increase the surface area for gas exchange and they occur in a variety of animal groups including arthropods (including some terrestrial crustaceans), annelids, fish, and amphibians. Gills are typically comprised of a gill arch, which contain veins and arteries that supply blood flow to the attached gill filaments. The arches are a rigid stucture which provide support and protection for the attached lamellae. There are usually two types of filaments, which are attached, primary and secondary. Primary lamellae (or gill filaments) extend perpendicular from the gill arch. The filaments are located close together arranged in rows extending from both sides of the gill arches. With usually 4 gill arches side by side per side of the fish (Graham, 1997) the filaments form a ?sieve through which the ventilatory water must pass.? (Evans, 1998) Each primary lamellae house an efferent and afferent blood vessel, which supplies the secondary lamellae. Secondary lamellae extend vertically from the primary lamellae (or filaments) and are placed closely together forming small channels for water to flow through. Each secondary lamella is made up of two sheets of epithelial cells with pillar cells that hold them apart. These pillar cells form small tunnels within each secondary lamellae that act as channels for blood to perfuse through. Pillar cells are used to help regulate gas exchange across the secondary lamellae surfaces. The pillar cells have the ability to expand or contract, increasing or decreasing the size of the blood flow tunnels. This allows more or less blood to perfuse through the tunnels, it also increases or decreases the channel size between two secondary lamella allowing more or less water to perfuse through them. In water with high oxygen content the pillar cells will expand allowing more blood to rush through the lamellae to pick up oxygen while at the same time slowing the amount of high oxygenated water that flow s through the channels in order to prevent the fish from getting too much oxygen. In waters of low oxygen content the pillar cells will contract widening the water flow channels to allow more water to perfuse through, while at the same time allowing less blood to move through the lamellae, for it can only pick up as much oxygen that is present in the water. Water flows through these lamellae channels in one direction while blood flows in the opposite direction through the epithelial cells. This creates a countercurrent flow that maximizes oxygen transfer. The total number of lamellae constitutes the total surface area of the gills available for gas transfer. The number of lamellae per animal is correlated with their size and activity, the larger and more active the animal the more lamellae it will have. (Evans 1998) Gills provide a one-way flow for oxygen to perfuse over them. This one way flow increases their efficiency since there is not much mixing of oxygenated and deoxygenated water directly over the gills and there is no ?dead air space? such as the trachea in which oxygenated and deoxygenated water can get mixed. Bibliography: Thr physiology of fishes. David Evans 1998

Contemporary marketing issue of how gender affects the decision making and buying behaviour processes. The WritePass Journal

Contemporary marketing issue of how gender affects the decision making and buying behaviour processes. 1.  Introduction Contemporary marketing issue of how gender affects the decision making and buying behaviour processes. 1.  Introduction1.1 Background1.2 Importance of study1.3   Research purpose (including research question and objectives or hypotheses as appropriate)1.4 Limitations1.5 Organisation of study2.  Literature Review2.1.1  Chapter introduction2.2 Overview for review2.3 Buying Behaviour  2.4 How the decision making process works  2.5 The impact of gender on the decision making processâ€Å"Consumer decision making is likely to be related to a number of consumer traits such as social class, the type of family unit, age, gender, lifestyle and life-stage – all of which can exert an influence.†Ã‚  (Meyers-Levy and Maheswaran, 1991;  Burton  et al., 1994;  Darley and Smith, 1995;  Costa  et al., 2001;  Mitchell and Walsh, 2004. Cited in Beynon, M.J. et al.  (2010)2.6 Key findings from literature review3.  Ã‚  Research Methodology3.1 Chapter introduction3.2 Research purpose3.3 Research approach (including justification)  3.4 Research strategy (including justification)3.5 Time horizons (including justification)3.6 Research methods (including sampling)  3.7  Data handling  3.8  Data analysis3.9.1  Reliability  3.9.2  Validity3.10  Ethical considerations  3.11  Chapter summary4   Results4.1 Chapter introduction4.2 (sub-sections reflecting the issues covered in your data, 4.2, 4.3 etc.)4.3 Chapter summary5   Discussion5.1 Chapter introduction54.2 (sub-sections reflecting your research objectives, 5.2, 5.3 etc.)5.3 Chapter summary6   Conclusions  6.1 Chapter introduction6.2 (Sub-sections reflecting your research objectives, 6.2, 6.3 etc.)6.3 Implications for research6.4 Implications for practic6.5 Revisiting the limitation6.6 Directions for future research6.7 Chapter summary  7  Appendices7.1 Appendix One – Personal reflection on the research process7.2 Appendix Two – Research ethics form and associated strategy7.3 Original copy of questionnaireRelated 1.  Introduction 1.1 Background It is quite obvious that, as men and women have different needs and wants they are going to be attracted to different products, however they are going to have a unique gender characteristics approach to the way the make a purchasing decision and embark on the process when deciding how to acquire the product they want. 1.2 Importance of study I feel the importance of this study is a contemporary marketing issue as the subject of how gender affects the decision making and buying behaviour processes is a key topic area. They way consumer approach to the buying and decision making process affects how marketing is being perceived in its effectiveness or ineffectiveness; by only appealing to one gender and sending the ‘wrong message’ out. 1.3   Research purpose (including research question and objectives or hypotheses as appropriate) 1.4 Limitations Time constraint was a major contributor to limitations of this study, however with good organisation and an academic thought process the hypothesis has been proven with some really interesting new facts. Without sounding patronising, I would assume you would agree that a worldwide collection of data from the questionnaire would bring in some interesting results, but as this study only needs to focus on a small majority, we are happy with the outcome. 1.5 Organisation of study For the purpose of this study a sample of 100 consumers will be taken. 50 men and 50 women between the ages of 16-40 will be surveyed using an specially designed questionnaire, to be distributed to our sample online using e-mail and social networking site. A ‘snowball effect’ is highly likely in this case and will only add more credibility to the validity of the results recorded in this research study. 2.  Literature Review 2.1.1  Chapter introduction In this literature review the comparison of findings from other researchers on the subject surrounding the differences between male and female purchasing and decision making process. This literature review will show a further understanding of the subject gender affecting consumers approach to their decision making and purchasing process. The intended outcome of this review of relevant literature will show the findings on whether there are any proven differences between the way male and female consumers make their purchasing and decision making process. 2.2 Overview for review In this chapter we hope to be able to share with your what we have found from other academic writers on this subject that we feel relevant. We have researched deeply into the subject, and have found articles from the US interesting. The chapter is now split into relevant sub sections leading to the summary and methodology where we hope to prove our hypotises. 2.3 Buying Behaviour   It is just not possible to study exactly what happens in the consumers mind when making a purchasing decision because, as we have found, the individuals mind is just so complex and varies dramatically from individual to individual. Instead theories of decision making process can help assess what makes the consumer decide in their buying process they are committed to purchase. Egan, J (2007) describes how two different types of paradigm called cogitative and behavioural are utilised by individual consumers when entering into a purchasing decision. Firstly, the cogitative paradigm is controlled by the individuals functioning and rational thought process, these are goal-orientated ways the individual can process information. The functioning and rational thought process linked closely with the cogitative paradigm is determined by the way the individual makes their choice by problem solving and decision making. The behavioural paradigm followers accept as true that it is not possible to be able to study exactly what goes on in the mind when making a purchasing decision as the mind is just too complex; so instead a black box is used to help measure the flow in and out of the mind representing how behavioural patterns occur. Egan, J (2007) has also shown that there are many processes in which the average consumer should and can experience when making a purchasing decision, to post purchase but not always in the same order and these are explained here further: Routinized problem solving: Is when repeated purchasing of the same product takes place, usually of low cost and limited external knowledge. Problem recognition: Acknowledging that a purchase must be made to accomplish a need or want. Information search: When the consumer collects information that compares the product before making a purchase decision. Evaluation: Evaluating the information collected for the purpose of making an informed purchasing decision. Decision: In terms of buyer behaviour, making the decision to purchase. Purchase: When the act of exchange takes place. Post purchase evaluation: When the product is evaluated and the consumer decides if they would re-purchase the product. Straight re-buy: This is a term widely used by B2B when the consumer decides to re-buy the same product from the same supplier. Total set: Meaning all the products that are available in the same category. Awareness set: When the consumer is aware of the available items in the same category. Evoked set: Are the products in the category that the consumer is aware of and intents to make a purchase choice from as they are at the front of mind. 2.4 How the decision making process works   The process of making a decision can be different for each individual but is largely accessed on the basis of common decision making traits by the decision making process. As the decision making process involves the use of thoughts and feelings, knowledge and past experiences, before the end decision is reached it can be affected by many external factors such as the opinions of others and previous behaviour associated with potential purchase. Integrated marketing communications looks closer at the way the individuals purchasing and the decision making process is affected by external influences. IMC is described by Pelsmacker as â€Å"The idea behind integrated marketing communication is coordination of messages for maximum impact.† Pelsmacker describes this as an impart that is created through the use of synergy. Synergy is the linkages that are created in the indivduals mind as a result of the messages that are received to create an impact, described as an impact â€Å"beyond the power of any one message on its own.† (Pelsmacker De, P. 2001). We have found that the decision making process consists of 5 main stages; the need of recognition and problem awareness, the use of information search, evaluation of any alternatives, purchase and the post purchase evaluation. This model suggests that each individual goes thought the same stages for every purchase; however for more routine purchases, it can be possible for the individual to miss out a stage or complete the decision process in the opposite order. The need for recognition starts the decision making process, by making the individual recognise a need/problem or simply respond to a marketing based stimulus by thinking about the decision making process. Problem awareness prompts the individual to consider how much or little information is needed. When the need is strongest to purchase, then the individual could make the purchasing decision to buy straight away; if the need is not strong then the individual will embark on processing information and will conduct an information search as Pelsmacker described. An information search is the main influence on the individual’s decision making process. The individual may seek to obtain any relevant information from many different sources, including; family, friends, work colleagues and neighbours. Commercial sources including advertising and sales people can also contribute. Sources considered as public such as newspapers, TV and radio can play a part in contributing. And finally, experiential sources such like physically handling, investigating and using the product will play a part in influencing the individual’s final purchasing decision. Evaluation of alternatives encourages the individual to assess what else is available to them in the market place, assessing prices, alternative brands and brand credibility and benefits/services. As every individual is different, the helpfulness and influence any sources of information could be to them will vary by product and individual. Here the Foote Cone and beldin (FCB) shows how the levels of involvement are ranked in a grid format. Foote Cone and Beldin (FCB) Involvement Grid   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Think  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Feel Informative (Thinker) Learn-feel-do (Economic) Affective (Feeler) Feel-learn-do (Psychological) Habit formation (Doer) Do-learn-feel (Responsive) Self-satisfaction (Reactor) Do-feel-learn (Social) (Fill, C. 2009). Involvement affects all consumers but in different ways. As different individuals can purchase the same product, their individual levels of involvement will be different as they are purchasing for different reasons and as the levels of involvement range from high to low there are always different expected outcomes as some individual’s levels of involvement could not be described simply as high or low. Engel and Blackwell (1982) showed their understanding of involvement levels based solely on high involvement routine decision making and repeated purchase behaviour in the low involvement products. Where as in the Foote Cone and Beldin Grid, they have made their understanding on thinking and feeling. For each factor there are resource implications as the individuals personal self-esteem can make the complex confusing. For example: â€Å"The purchase of a can of tomatoes, or a carton of milk, should be regarded as relatively low involvement because it has little financial or social risk attached to it. By comparison, the purchase of a car or holiday is highly involving. The potential benefits from the success could be very high but the personal costs of failing could also be very high. In addition to the product itself being more or less involving, individuals themselves can have different levels of involvement.† Pickton, D. Broderick, A. (2005). The individual uses the information obtained to feel involved with the product they are considering purchasing. So where the involvement is regarded as high, the individual is more likely to carry out an extensive evaluation. The post purchase evaluation is the final stage in the purchasing decision. If the individual is not entirely happy with the purchase they have made they may think that an alternative would have been better, this is called ‘cognitive dissidence’. When cognitive dissidence has taken place it is common that the individual will not repurchase straight away and will often choose a different brand when making a similar purchase in the future. 2.5 The impact of gender on the decision making process It is fairly common that, as men and women want different products that they are going to have a unique to their gender characteristics, a process when deciding how to acquire the product they want. It is also a widely regarded opinion that women do more shopping than men, does this make them more informed when making a purchasing decision perhaps, with all that experience surely women are more informed than men. In recent research published by the NFWBO (National Federation of Woman Business Owners) it has been found that women are the primary decision makers in 85% of households, women make 75% of the decision when buying a new house and 81% about groceries. The article goes on to reveal that women are the main influencers on spending for the household and women have over taken men in spending online. (bright-marketing.com/article-marketing-to-women-what-women-really-want.php) Firstly there are many factors that point towards the notion that men and women are likely to make purchasing decisions differently. Hennig Thurau, (1998) cited in Mitchell, V. W., Walsh, G. (2006) found that men use more information and communications technology products (eg videos, mobile telephones and computers) than women, and that men show a greater interest in these products (Rudell, 1993) cited in Mitchell, V. W., Walsh, G. (2006) also that men show a increased interest for the latest technical products compared to women (Dialoge 4, 1995) cited in Mitchell, V. W., Walsh, G. (2006) . It has been found that men are also more likely to engage in variety-seeking purchasing (Helmig, 1997) cited in Mitchell, V. W., Walsh, G. (2006), exhibit weaker brand involvement (Guest,1964) cited in Mitchell, V. W., Walsh, G. (2006), be less environmentally concerned and be less likely to buy environmentally-friendly products (Ozanne et al., 1999). Having already established that men and women are looking for different outcomes in their purchasing decisions, gender affects consumers approaches to decision making (Mitchell and Walsh, 2004) and the decision difficulty (Walsh and Mitchell, 2005) cited in Mitchell, V. W., Walsh, G. (2006), while gender differences were also found for appearance-related attitudes and behaviour (Burton  et al., 1994). Mitchell and Walsh (2004) found in a study they lead which went further into examining how gender can affect the decision making process, that Sproles and Kendall’s (1986) ‘consumer styles inventory’ (CSI) had found five new male buyig behaviour categories, these discoveries include: A need for satisfying Enjoyment and variety seeking Fashion and scale seeking Time restricted Economy seeking Bakewell, C and Mitchell, V.W (2006) conducted a study on the different decision making styles of women and men, they used a sample of 480 young males and females and identified nine different decision making styles that both sexes used and three decision making styles that just males used which are; Store loyalty and low price seeking Confused time restricted Store promiscuity. These are interesting results, especially considering that young males have agreed with young females that they consider store loyalty important. Bakewell and Mitchell sum up their findings as this â€Å"The findings suggest retailers should focus on loyalty creation programmes, price related appeals and methods of improving shopping related efficiencies when targeting young male shoppers.† Bakewell, C and Mitchell, V.W. 2006. Elliott and Speck made an interesting discovery when they researched into how males and females differ when it comes to purchasing decision, they picked up on the fact that advertising affects individuals differently, even though all advertising is meant to make the consumer want that product that is being marketed to them. â€Å"Males are reported to perceive less advertisement clutter on television and in magazines† (Elliott and Speck,1998). Unusually it has been found that at least 9 researchers have found in existing literature and agreed on the following point â€Å"Consumer decision making is likely to be related to a number of consumer traits such as social class, the type of family unit, age, gender, lifestyle and life-stage – all of which can exert an influence.†   (Meyers-Levy and Maheswaran, 1991;  Burton  et al., 1994;  Darley and Smith, 1995;  Costa  et al., 2001;  Mitchell and Walsh, 2004. Cited in Beynon, M.J. et al.  (2010) This point is interesting as it shows that advertising does not affect every consumer the same way. So we know that males and females make purchasing decisions differently, but we are now aware that age, lifestyle and life stage can all contribute to the purchasing decision making process. It has been found and proven by another group of researchers, that gender type differences are highly evident in the decision making and purchasing behaviour process; as gender characteristics are evaluated differently, depending on the gender of the individual (Gefen and Straub (1997), Venkatesh and Morris (2000) and Sun and Zhang (2006) cited in Hernndez, B. et al (2011). We can reveal that the genders controlling the process all possess these three points: Men are more pragmatic Women experience greater anxiety when faced with new activities Women are more strongly influenced by their immediate environment 2.6 Key findings from literature review From investigating any relevant sources we have found that there are many factors, not just sex, that can affect the individuals buying behaviour such as: race, religion, culture which plays a great role in defining who we are from an early age. Family being a primary source and work colleagues being a secondary source are big external factors that can influence the individual’s decision. Internally there are primary factors that affect how consumers make purchasing decisions, attitude, perceptions and learning styles are significantly great influences. These characteristics like age, gender, income and family style act as further determinants to what the consumer finds interesting and appealing. Reed and Ewing (2004) describe the ‘Magic bullet’ theory is a stimulus-response concept; also how it was an underlying assumption of communication developed from early models of communication around the time of the evolution mass market (P.Reed and M.Ewing, 2004). The magic bullet theory was initially believed to be able to implant the media message to the audience in a ‘uniform’ fashion so that the audience would then be able to directly respond to the mass advertising message, sounding similar to a subliminal message theory. The ‘magic bullet’ theory was proposed to work on the belief that consumers were rational decision makers who were actively seeking products information; subsequently allowing this theory to work on the grounds that the consumers could draw stored advertising and marketing information from their memory. 3.  Ã‚  Research Methodology 3.1 Chapter introduction The proposal of this research study is collect data from a sample of participants that will decide if the hypnotises is proven. For the purpose of this study a sample of 100 consumers will be taken. 50 men and 50 women between the ages of 21-45 will be surveyed using questionnaires that will be distributed online. The questionnaires will be sent to a small sample of respondents, the respondents will be firstly screened for their age and location, thought the best effort will be made to only contact respondents that meet the studies criteria. The benefits of using the internet to distribute the questionnaires are that a theory known simply as the ‘snowball effect’ will help our questionnaire reach more respondents. This is because as we send our questionnaire to the selected respondents, they will forward on the link to our questionnaire to their friends, colleagues and family, who will be of similar specification to the respondents we original contacted. The ‘Snowball Effect’ is highly likely in this case and will be welcomed as it will add more credibility to the validity of the results. A focus group will take place after the results of the online questionnaire are analysed. The researcher has chosen to conduct the research in this manner as they feel it will give the them a good idea of what topics within the research question need to be addressed and investigated further with the member of the focus group. 3.2 Research purpose The purpose of this research study is to gather information on how and why males and females make their purchasing choices and decision making process when faced with the decision to purchase an item. The research aim and objective of this research study is to establish and verify if in fact men and do think and act differently when faced with making a purchasing decision. 3.3 Research approach (including justification)   The approach used to conduct the qualitative and quantative research is based on academic methods which are widely recommended thought UK universities. The researcher has chosen to conduct the research for this study purpose in this manner, as it is widely understood and proven tool to collect and analyse research. However a lot of academic research methods are out dated and long winded. In the case of this study purpose, the time constraint is just a few months so†¦. 3.4 Research strategy (including justification) The research strategy is to firstly establish our target audience; once we are aware of them we can word our questionnaire suitably to their level. This is a key starting strategy, as if they do not understand what we are asking them, they cannot be expected to give an honest answer, subsequently making the results un-validable. By selecting a sample group, it has given the researcher an opportunity to select from a wide range of consumers ie: professionals, students, unemployed and of different race and class. This is make sure every point is considered and analysed. 3.5 Time horizons (including justification) The amount of time allocated to designing and completing this research task was 3 months. 2 weeks, 4 days and four hours it actually took from researching, to designing, to distributing to finally analysing the questionnaires. To research into the target market: 1 week To research into the design on questionnaires: 1 day To design and create the questionnaire: 2 days Sourcing contacts suitable for taking part: 3 hours To distribute the questionnaires: 1 hour Collecting and analysing results: 1 week The researcher found time to complete this research around working a full time job, and made it possible in the time horizon stated. 3.6 Research methods (including sampling)   For this study purpose it was found the most effective way of producing a good quality of validable results using quantitative and qualitative research to gain a better understanding, first hand, of what today’s consumers are thinking and experiencing in the consumer market. As stated in the previous chapter, the questionnaire was designed by our researcher. The questionnaire was reached and created to suit the level of participants who took part. Using previous professional, academic and work colleagues the questionnaire was distributed thought email and posted on a social networking site. We felt both these avenues would be successful for our study purpose as we could reach a large amount of our sample. From the link submitted in the email and social network post, we advised out target group follow the link to a survey specialist website, where they could fill in the questionnaire we designed. We decided to use the survey specialist website for the reason that it was popular amongst other academics, it is trustiest and overall because it is safe. Safety is a big issue for consumers online and this is wanted to assure was fine. Another option for collecting responses to our questionnaire was by post, we decided against this idea for the reasons, it is slow and costs money; whereas online is free and fast. After we had reached a suitable number of responses we collected the results. After the results had been verified and sorted, our researched entered the data in a spread sheet. The data was then analysed into percentages and made into graphs.(Please see appendix 3.) The sampling has been aimed at including consumers between the ages of 21-45 because this guarantees that each individual has had experience in different purchasing scenarios and will be more inclined to be open and honest in their answers. Sampling is seen to be appropriate for this study purpose as time and money are a constraint meaning that a survey of the whole nation would take far too long and cost far too much money for this study purpose and could ultimately restrict the data collected to a sample between the ages of 16-40 in the UK and Ireland. The design of the questionnaire will be simple but not basic, with no confusing or ‘trick’ questions. The use of simple language will be used to insure that any questions will not be misinterpreted. 3.7  Data handling   All data received from the participants will be treated confidentially and will not be used for any other purpose or shared with any third parties. 3.8  Data analysis Questions were sent out via email to a large number of particiapnts, they were specially selected, depending on age range (16-40) and location. The researcher specifically controlled where the questionnaires were being sent as they did only want to receive replies from UK and Ireland consumers. Keeping the research within in boundaries has prevented the sample on becoming to large or collecting information that could not be used. Information that couldn’t be used for this study purpose would be from an individual aged under or above the requirements as this wouldn’t be viable from this study. Also individuals from other countries as this study is just testing the hypnotises in the UK and Ireland. 3.9  Data quality As the sample used to collect the qualitative data for this researched has been kept small, it allows the researcher to pay special attention to the results. The results will be analysed using excel, excel is a reliable and provides excellent validity to the results. The results will be calculated into percentages to give a good idea of how many participants answered each question. Each questions results will be displayed in a range of graphs, these include pie charts, bar charts, line charts and others. 3.9.1  Reliability   It was intended to keep the sample for this research purpose between 80-100 participants, this was to insure that every question answered could be entered into the excel database with ease, ensuring that the researcher did not miss any answers. To make sure the results reliable, any answers send by participants that did not meet the requirements of age and location were safely disposed of. Special care was taken here so that the main sample was not affected and kept to the guidelines stated by the researcher. 3.9.2  Validity For collecting the research there has been special attention paid to collecting both forms of qualitative and quantitative data, this is to insure that our results are fair as they will be analysed by a profession. 3.10  Ethical considerations   With a respect to ethics, each individual taking part in this research will be treated with an un-bias, understanding and fair attitude. To ensure that this project treats all individuals who take part in it and form part of the research, each participant will agree to sign a consent form being signed before taking part in the research. The consent form will give the participants ‘peace of mind’ that none of the information they share with the researcher will be shared with anybody else. All participants information will be safely stored, where they cannot be tampered with thought-out this study purpose. After this study purpose all information kindly collected from the questionnaire and focus group will be safely disposed of (shredded). 3.11  Chapter summary In this chapter we have discussed how to the research required for this study purpose would be carried out 4   Results 4.1 Chapter introduction In this chapter we will be examining the results interpreted from the data collected from our sample. All results are available in the appendix chapter of this document, they will be referred to thought-out this chapter. Interpretation okay you are going to add the statistics (nice, colourful charts I hope!) in an Appendix. But interpreting   and reporting the results   of No. 4 needs to be informative but above all, interesting. Feeding the anticipation I mentioned above is important. So, for example, you found that more 20-year old females bought Nike trainers than 20-year old males after seeing a male-dominated Nike advert wouldnt that be a big surprise to the marketeers? So that kind of stuff beating the old stereotypes finding something new is essential to the analysis and conclusion of the thesis. 4.2 (sub-sections reflecting the issues covered in your data, 4.2, 4.3 etc.) 4.3 Chapter summary 5   Discussion 5.1 Chapter introduction 54.2 (sub-sections reflecting your research objectives, 5.2, 5.3 etc.) 5.3 Chapter summary 6   Conclusions   6.1 Chapter introduction 6.2 (Sub-sections reflecting your research objectives, 6.2, 6.3 etc.) 6.3 Implications for research 6.4 Implications for practic 6.5 Revisiting the limitation 6.6 Directions for future research 6.7 Chapter summary   7  Appendices 7.1 Appendix One – Personal reflection on the research process 7.2 Appendix Two – Research ethics form and associated strategy 7.3 Original copy of questionnaire

Online Gambling Essay Example | Topics and Well Written Essays - 3000 words

Online Gambling - Essay Example In Australia, gaming machine gambling turnover is a major one across all the gambling forms; the turnover is around $ 107,924 million. The essay aims to provide an insight into the internet gambling in Australia with a discussion of its advantages and disadvantages. This essay starts with an introduction to the Australian online gambling industry. A conclusion has been inferred from the analysis part. Online Gambling in Australia: The roots of the same Ever since the first European settlers had arrived on shore, gambling has become an inherent part of Australian culture. British influence has given considerable contribution to give gambling a firm ground for its establishment and enlargement. Quickly it became significantly popular form of entertainment in Australia. In the 1980’s, in Australia, gambling was present in a number of organised forms. So, it was quite natural that Australia would emerge as one of those first countries who would get their hands on these newly intro duced technologies, allowing them to get indulge into internet gambling. On 8th April, 1999, Australia became the first country across the globe to legalize the online gambling. â€Å"Not only was Australia the first country to legalize online gambling under a fully regulated jurisdiction, but Lasseters Online is also the world's first internet casino to be operated by a land-based casino, situated in the Northern Territory† (Online Casino Archives, 2008). Lasseters had its belief in the online gaming industry. From day one, the company realised the prospectus of the international gambling. Even before other Australian states, it has opened its doors to the international customers. The Australian government swiftly appreciated the potential market success... The public and legal gambling history of Australia began in the early period of nineteenth century. The history started off with gambling on horse racing. In the year 1810, the first publicly organised race meeting was held in New South Wales. In the year 1861, the Melbourne cup, a globally recognised race, was first introduced in Victoria. In the early twentieth century, lotteries were introduced. In the year 1920, the Golden casket lottery was established by the Queensland Government. The very first regulated online casino started off in the year 1999. Since the 1990s, the expansion of gambling has experienced a considerable growth; this has been true for Australia and several other countries. At this time, the electronic gaming machines had been introduced in the hotels and casinos across Australia. In the year 1956, these were introduced in the Australian clubs. At the first stage, gaming machines were not originally introduced in the hotels as these do not have the same communit y focus or the same types of community engagements as the Australian clubs. For the clubs the gambling was the most significant activity to earn revenue while in hotels and casinos the trend was to serve beer and other alcohol. In this new era, the gaming machines have developed a lot to introduce a highly sophisticated computer programmed machines. The modern and technically enhanced gaming machines can be programmed to offer small wins to maintain the excitement.This also helps the participants to be hopeful of large wins. Presently, Australia seems to be one of the most attractive online gambling location in entire Oceania as the country got several licensed internet gambling sites. Gambling has a very long history. Since the inception, gambling has emerged as a controversial issue.

Burberry's Success Essay Example | Topics and Well Written Essays - 3000 words

Burberry's Success - Essay Example owth of the company is dependent on the factors of leveraging the franchise, intensifying development of non – apparel items, retailed growth, development of the markets and pursuit of operational excellence. The brand value has been stimulated through these particular aspects, which has led from a profit margin of $2783 million in 2006 to $3732 million in 2010. It is noted that the success is developed partly because of the expanded brand reach that has taken place with the marketing. This has been established because of the ability to use online elements for advertising and promotion as well as different demands and expectations that are related to the environment. This particular approach is one that has provided more options for retail operations within the company (Nomura, 2012). Not only is there an expansion in the marketing and development into other markets. The strategy of Burberry has looked at the competition with culture and innovation in terms of long term growth and meeting needs at a global level. The approach is one which is based on creating a social enterprise. The marketing used is one which has developed the brand name as a part of fashion trends that are also socially acceptable. This is inclusive of offering a variety of trends and social styles, including luxury brand items as well as more casual approaches that can be segmented into different target markets. To do this, there is a combination of online and offline tactics used to meet consumer expectations as well as the ability to evaluate the returns and evaluation with each of the products. Using this to leverage the culture and innovation is able to provide the company with more success and potential for growth, specifically because of the willingness to work with the apparel and the non... This paper stresses that the approach which Burberry is using is defined specifically with market segments that are used. The ability to have a specific market segment is first identified with the products that are available. The products are based on luxury items, changing luxury names and new brand items that can be identified. The innovation sed with the products can be used to open new lines to provide different alternatives for the company. The author of the essay declares that the marketing segmentation is one which can be further divided by the responses from the culture, specifically with the movement into globalization. The combined marketing approach with online and offline efforts can help to develop the identity of different marketing segments and cultural applications while creating and defining various alternatives to those that are interested in the different products. This report makes a conclusion that the initiatives that are created are developed specifically with the need to have a sense of accountability toward the changes. There needs to be a balance between the innovation of the products with the current brand reputation. Currently, Burberry is based on growth and development with innovation into an international market. This is being done without considering the risks and problems which may arise as well as the problems that are linked to working within this specific market.

HM Leadership Style An Analysis

HM Leadership Style An Analysis Hennes and Mauritz (H and M) was established in Vasteras, Sweden in 1947 by Erling Persson. H and M offers fashion and quality at the best price and offers fashion for women, men, teenagers and children. The collections are created centrally by around 100 in-house designers together with buyers and pattern makers. HM also sells own-brand cosmetics, accessories and footwear. The stores are refreshed daily with new fashion items. In Sweden, Norway, Denmark, Finland, the Netherlands, Germany and Austria HM offers fashion by Internet and catalogue sales. HM does not own any factories, but instead buys its goods from around 700 independent suppliers, primarily in Asia and Europe. HM has about 16 production offices around the world, mainly in Asia and Europe. The turnover in 2009 was SEK 118,697 million. HM primarily operates in Europe, North America and Asia, and have around 2,000 stores spread over in 37 countries. The company is headquartered in Stockholm, Sweden and employs approximate ly 68,000 people on a full time basis. HMs strategy is to offer fashion and quality at the best price. HMs annual report (AR1 2008) emphasizes that quality relates to both; HMs products exceeding customer expectations, and also customers being satisfied with the company itself. The report states Taking responsibility for how our operations affect people and the environment is also an essential prerequisite for HMs continued profitability and growth. HM is driven by strong values such as commercial mindset, simplicity, constant improvement, cost consciousness and entrepreneurship (AR1 2008, p.13). Long-term strategic goals of HM In the Annual Report (AR1 2008, p.7), HM, CEO Rolf Ericsson states that the long term goal is to Make fashion available to everyone, give the customer a fashion experience that strengthens HM brand. They also state the goal of a 10-15% increase in the number of stores every year, which would be funded internally (AR1 2008, p.13). The aim to increase sales in existing stores, while focusing on quality and continued profitability. How does HM want to get there? To execute its strategy HM focuses on 3 main aspects of its business concept (AR1 2008): à ¢Ã¢â€š ¬Ã‚ ¢ Price, which is controlled by limiting the number of middlemen, buying in large volumes, relying on its in-depth, extensive expertise within the design, fashion, and textile industries, buying the right merchandise from the right production markets, being cost-conscious at all levels and maintaining effective distribution procedures (Job advertisement for Buyer on the careers site at). à ¢Ã¢â€š ¬Ã‚ ¢ Design: Products are designed in-house and production is completely outsourced (AR1 2009, p.11). à ¢Ã¢â€š ¬Ã‚ ¢ Quality: Central emphasis on quality with extensive testing and ensuring least environment damage (AR1 2009). à ¢Ã¢â€š ¬Ã‚ ¢ Merger and Acquisitions: Acquisitions (like FaBric Scandinavian, the Swedish design company), and Design Collaborations (collaboration with Mathew Williamson) are adopted (HM press at). In 2009, HM plans to open 225 new stores and recruit 6,000 to 7,000 employees. SWOT Analysis Strengths- One of the main reasons for HMs popularity is because of its trendy items for such a low price. This store offers quality clothing at department store prices which is rare for many retailers today. Strength for this company is their overall delivery time. It only takes 12 weeks to get an item from the design to its retail state which is very impressive for a worldwide, low price retailer. The average for retailers is usually about 6 months which is double the time that HM uses. They also manage to keep the stores brands fresh with guest designers coming in for different lines in the store. Some of these have been Madonna and Robert Cavalli. They also keep the prices affordable by using very few middlemen and buy large volumes cost consciously. But with these strengths come weaknesses as well. Weaknesses- One of the strengths I mentioned above can also be a weakness for this company. Buying large volumes means that there is no real guarantee that all the items will be sold. This means that theyre already low prices may have to be lowered in order to make room for the next collection. This means that if these items are not sold in time, then the company will have to pay more for extra storage for the items not sold. Another weakness could be its wide range of customers this brand provides for. The range is for men between the ages of 18-45. This is not including the childrens clothing and maternity wear and the huge wide range of different styles they provide depending on what store you go into. This can be difficult to manage especially in a vertical company because there is no real focus on a target customer and gets more expensive to provide machinery for all these different groups of people. But with these huge leaps there are many opportunities for this company flouris h. Opportunities- One good opportunity would be for HM is to have matching clothes for mothers and children. I think this would be a good opportunity because there are also maternity wear and childrens clothes and I think that it would appeal to a larger crowd. They would like to dress their children like them in the same styles. Threats- since HM is a brand that is very unique it has very few threats as far as retail chains go. One of these stores would have to be the clothing chain called ZARA. This is a store that also has fairly reasonable prices but is most famous for its rapid delivery time. It only takes two weeks for the design to make it into retail stores. Even with HMs time which is 50% faster than most retailers, cannot even compete with that time. The second threat to HM is Gap just because of their quality at reasonable prices and their wide range of people they reach as well with their vertical company as well. There is a market for babies as well as men and women HUMAN RESOURCE HMs corporate strategy is to expand on a continuing basis, and as a consequence, employee strength also increases continuously. For 2009, HMs Annual report (AR1 2008), forecasts the addition of 6000 to 7000 new jobs. Their staff is spread across approximately 37 countries and come from different cultural backgrounds. Their strategy is to recruit locally whenever a new store opens (AR1 2008). The main area for which HM may have clearly articulated policies are listed below. The policy areas are based on the categorization by Armstrong (Armstrong (2006), pp.148-156): à ¢Ã¢â€š ¬Ã‚ ¢ Overall Policy and Values: HMs website indicates that their objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. To quote the Head of HR In order to meet peoples expectations of HM as an attractive employer, the company develops global guide lines on diversity, equal rights and against discrimination (AR1 2008, p.34).At HM, HR activities are guided by a fundamental respect for the individual (AR1 2008). This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company. This also indicates that the company has specific policies for areas such as Equal opportunity, Managing diversity, Employee development, Health and Safety, among others. à ¢Ã¢â€š ¬Ã‚ ¢ Employee Relations and Voice: HM has an open door policy granting all employees the right and the opportunity to discuss any work-related issue directly with management (AR1 2008). They also support their employees right and ability to organize and to decide who should represent them in the workplace (AR1 2008). HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider such cooperation to be essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council), (AR1, 2008). à ¢Ã¢â€š ¬Ã‚ ¢ Promotion: To quote Mr. Pà ¤r Darj, Head of HR at HM . Internal recruitment and job rotation enable the company to grow quickly (AR1, 2008). This statement indicates that HM has policies related to promotion. à ¢Ã¢â€š ¬Ã‚ ¢ Employee Development: To quote Mr. Pà ¤r Darj, Head of HR at HM . I tell employees, if you do not grow neither will HM (AR1, 2008). This indicates that policies exist for this area. à ¢Ã¢â€š ¬Ã‚ ¢ Rewards: HM focuses on rewarding people by providing more opportunities and responsibilities, and not through a promotions and job titles (AR1, 2008). This indicates that HM has policies for this area. Other areas with clearly defined policies might exist, but these are not evident from available sources. ORGANISATIONAL BEHAVIOUR HM operates in 37 countries and has a work force belonging to these 37 countries because they recruit locally (AR1 2008, p.34). HMs espoused values are stated to be the foundation for a multinational company in a multi cultural market where great respect is paid to the individual. Interviews with the CEO and Head of HR in the annual report indicate a participative culture where everyone is made to feel like a part of the companys success (AR1 2008). To quote Par Darj,(Head of HR) The key words for continual growth are responsibility and commitment. We have committed employees and we are prepared to delegate responsibility at every level, (AR1 2008, p.34). The company encourages what it calls the The HM spirit; employees committed to their work and prepared to take on new challenges, common sense, hard work and team spirit are encouraged. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, and opportunity to grow, and develop within the company (AR1 2008, p.34). Quotes from employees about the organizational climate indicate that the values above are values in use. These quotes can be found on the Careers site at. Based on this information, the prevalent culture appears to be primarily task oriented (E H Schein 1985). Such a culture can support HMs HR related strategies and policies (like Open door, job rotation, freedom of association etc.). They also have a significant impact on HR aspects; Recruitment needs to focus on finding candidates with the right fit to the organizational culture irrespective of local culture, facilitating expatriation of experienced staff when new stores are opened, facilitating rewards schemes aligned with organizational culture, enabling HRD that can empower employees to take on new challenges and work in new teams. Motivational issues at HM. HM is a flat organization, which might give the impression that its hard to move up within HM, but actually, the opposite is stated to be true on the careers site(at ). HM as an organization is constantly evolving and is growing fast, thus providing more opportunities to its employees. Employees are motivated by providing new challenges; in another department, another role or, another country. HM encourages employees to try many different roles within their organization (AR1 2008 and AR2 2008). HM recruitment advertisements indicate possibilities like: working abroad, furthering education and learning new things. Their websites promotes that many in management today, actually started on the shop floor. HM also provides a comprehensive benefits package. HM fulfils employee aspirations by providing opportunities to take more responsibilities. (Ref: careers site at ) To quote the Head of HRM at HM, By the same token, if titles and pay structures are what motivate the employee, and then were most definitely not the ideal company for you. As we said at the beginning: a perfect relationship is all about balance and mutual understanding(AR1 2008, p.34). The information above, together with information about HMs HR strategies and policies, resonates with Herzbergs 2 factor model of motivation. Advancement, responsibility and satisfaction gained from the work itself are main motivators, while benefits, fair treatment etc. prevent dissatisfaction (Herzberg and Snyderman, 1957). The main motivational issue and challenge at HM could be: nurturing and maintaining a balanced relationship with employees. Line managers may need good awareness of their reportees aspirations, to enable motivation by providing responsibilities and opportunities aligned to the employees perception of growth. The strategy to motivate using job-rotation (across sites, roles, functions) and promoting learning could be an HRD challenge, especially considering the pace of growth. A potential issue could arise during periods of slow growth, since employees might be frustrated by the lack of opportunities. This could manifest locally too, since travelling abroad might not be feasible for many employees. Individual development versus organisational development HMs annual report (AR1 2008) and website (Careers website), emphasize that working at HM is about commitment, both from the individual and the organization. HMs Head of HR emphasizes that organization can grow only if the individuals grow (AR1 2008, p.34). HM wont make a career plans for its employees, but will provide them with tools to go as far as they possibly can on their own. This indicates that at HM, individuals are expected to drive their own development, within the framework that the organization provides. The organization appears to facilitate and promote cross-functional and cross-boundary development opportunities for individuals, which is aligned with its own development and growth strategies. To quote Pà ¤r Darj, (Head of HR), We have committed employees and we are prepared to delegate responsibility at every level. I tell employees, if you do not grow neither will HM, (AR1 2008 p.34). This indicates that HM treats individual development and organizational development as tightly linked areas. SELECTION AND RECRUITMENT HM values personal qualities much more than formal qualifications. Pà ¤r Darj, Head of HR states that at HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. They look for, more than anything, people with the right personality. HMs belief is that people can gather skills as they go along, but personality and attitude cant be taught (AR1 2008, p.34). Since HM is a fast company and the tempo is always high, they need employees who are self-driven and capable of direct communication well (SR 2008). Hence HM recruits people who like responsibility and decision-making. Information from the careers site (at ), and from interviewed candidates ( Ref: Int1, Int2 and Int3) indicates that a love of fashion combined with a focus on sales is perceived as an advantage. These appear to form the basis for HMs recruitment requirements (and person specifications), programmes and drive its selection processes. Feedback from candidates indicates that the selection interview approach is usually face to face and mostly structured situational based (Armstrong (2006), p.447), covering customer service and fashion trends. This is followed by panel interviews and aptitude/work sample tests (as defined by Armstrong (2006), p.447). It appears that candidates are filtered at each stage of the process (Int1, Int2, and Int3). Sources of candidates: Internal Recruitment: This is their first choice for a new job opening. External recruitment is considered only if no internal options are available. External recruitment: Potential recruits (minimum age is 16 years) are encouraged to apply directly to the local store, from the careers website. HM does not offer summer jobs or work experience placements. Buying is centralized in Stockholm, and so is the recruitment for the same. HM recruits locally to its new stores (AR1 2008, p.34). HUMAN RESOURCE DEVELOPMENT Organisational learning and management development issues at HM. The average numbers of training days per employee in 2008 are, 10 for new sales staff, 1 for existing sales staff and 5 for existing management positions. HM usually conducts all training in-house (classroom, stores and one to one), written and produced by HM staff. External training has been considered for some areas like buying. E-learning has also been initiated for a few subjects (SR 2008). However, indications are that HM today focuses more on on-the-job, just- in time, hands on learning. For example, when they opened their first HM store in Japan, locally recruited employees were sent to Norway and Germany for gaining experience in existing operations. Also, during the sales intensive opening phase of a new store, colleagues from other countries are brought in temporarily (SR 2008). To quote the head of HR at HM,As an employee of HM, you can be an entrepreneur and you will be given responsibility early on. HM claims to provide structured opportunities for on-the-job, hands on and work place based training. (AR1 2008 and Careers site). To summarize, it appears that HM focuses on experiential Self-directed learning today ( as defined by Armstrong (2006), p.557) , however, they are moving towards incorporating a blended approach with simulation and e-learning included (Armstrong (2006), 570-582) REWARD MANAGEMENT The reward management process of HM and its potential influence on human resource management. HMs careers website (at )indicates that the company offers a comprehensive benefits package, which includes staff discounts, incentive bonuses, company sick pay, private health care a pension scheme. Share options are not provided. The head of HR, indicates that they do not consider titles and pay structures as motivational tools. Opportunities to fulfill an employees aspirations by wanting more responsibility, as a means of getting on with in the organization quickly, are provided (AR1 2008, p.34). Apart from these, as stated by different categories of employees on the careers site and the annual report, the main reward is the job satisfaction they derive. Thus, HM appears to provide a total reward framework, with greater emphasis on relational rewards even though transactional rewards are provided (Armstrong (2006), pp.639-631). HMs reward management is consistent with other HR areas, including organizational culture, recruitment/selection etc. and is also in sync with the overall HR strategy of open doors, job rotation etc. which is essential to fulfill HMs strategy of fast growth. HUMAN RESOURCE MANAGEMENTS ROLE IN HMS SUCCESS, AN ANALYSIS. The previous sections illustrate the various HRM practices at HM. This section details how these practices contribute to the success of HM as an organization, in the context of the SHRM course literature. These are categorized under the various aspects of SHRM below: Linking People with strategic business needs H M today is a hugely successful multinational company. The success of HM is primarily based on the business model of entire design being done internally and centrally, manufacturing totally outsourced, but quality ensured and local retailing with hired places, local staff and local shop managers empowered to take decisions. The success, business growth and expansion plans were possible because HM have formatted their HR strategy in line with the corporate strategy. As evident from their Annual Report (Ar1 2008), when they expand into new markets they do not lose sight of their core values. They have succeeded to manage all components of HRM effectively to ensure that core values are upheld in all parts, regardless of country and cultural differences. Their strategic and coherent approach in recognizing that the organizations most valued assets are the people working there is evident from the statement issued by their CEO, It is our employees that make the corporate strategy possible . Our committed employees are essential to HMs ability to grow and continue to be highly profitable. At HM we share the same goals at the same time as we minimize bureaucracy and focus on the individual. We delegate a lot of responsibility to local markets, stores and individual people and we encourage people to take their own initiatives at all levels(AR1 2008). These are in accordance with Armstrongs definition of HRM (Armstrong (2006), p.3). The various elements of HR strategy, (Armstrong (2006), pp.123-146), like improving performance through local recruitment, in house training, and total reward, job rotation (external skill base), increasing commitment (selection based on personality, learning experience, rewards based on core values etc. ) have been built in to the HR Policy and Procedures, and are seen to be practiced, thus proving that the business success of the company has been supported effectively by the HR linkages. Rewards Management HM has implemented the concept of Total Reward Management very successfully. Apart from the financial compensation, job satisfaction as a reward has motivated the employees to perform and contribute their maximum to ensure customer satisfaction and business success through increased sales. This is evident in the statements by the employees from various levels on the Careers site at . As a stated policy, there is more emphasis on personality development through delegated authority in the decision making process and greater autonomy to local elements of the organizational structure. Being a multinational company with employees of different cultures, this decentralized decision making process and empowerment of employees have proven direct impact on the success of HM (AR1 2008) Various techniques associated with Intrinsic Motivation (Armstrong (2006), p.254) have been given more importance and priority than the extrinsic aspects. Work environment related parameters like leadership, empl oyee voice, recognition, achievement etc. have been built in to the HR policy and practiced to leverage the critical business goals of continuing growth and increased profitability. Performance Management HM has adopted a strategic and integrated approach to achieve organizational success through improved performance of its employees (Armstrong (2006), p.115). HM employees have been told that the growth of the employees and the organization are closely linked (AR1 2008, p.34) .The practice of Shop Managers going through a process of reviewing that days business with their subordinates on a daily basis, is part of the performance management activity. This underlines the fact that HM has recognized the importance of such a practice, and built in that process by which managers and their subordinates work together, agree on what needs to be done and how it is done (Armstrong (2006), pp.499-513). They are able to plan, prioritize and develop their sales team in a customer-focused environment (AR1 2008, pp.31-36 and Careers Site). At HM a shop manager is in charge of the daily running of the store; it is like running their own business (AR1 2008, p.34). The HR strategy of delegating authori ty for managing the shops activities is a key factor contributing to the success of the organization. Managing Diversity in teams and groups HM operates in 33 countries and is expanding its business to open new shops in countries where they are currently not present. By their HR policy and procedures, when a new shop is opened the staff are recruited locally. They also have the practice of job rotation and movement of employees from one location to another based on internal recruitment (promotions). This brings together people of different cultural back grounds together in the same team, and successfully managing such a team is crucial to the success of the organization. The HR strategy is, not to have very rigid procedures, and the corporate culture of respect to the individual. As stated in their Annual Report (AR1 2008), the HR strategy ensure the following: 1. In order to meet peoples expectations of HM as an attractive employer, company develops global guide lines on diversity, equal rights and against discrimination. 2. HMs objective is to be a good employer, including in those countries whose laws and regulations fall short of their own requirements. The whole of their activity is shaped by a fundamental respect for the individual. This applies to every aspect from fair wages, working hours and freedom of association to the opportunity for growth and development within the company (AR1, 2008). 3. HM has positive experience of open and constructive dialogue with the trade unions and they welcome such relations wherever they operate. They consider that cooperation is essential if they are to become even better. Examples of collaboration on staffing issues include their agreement with UNI (Union Network International) and the work they do with the EWC (European Works Council). (SR (2008)) HMs success in executing their strategy of continuous international growth and expansion, while maintaining its Swedish organizational culture, indicates that its HR practices have contributed to the successful management of diversity in teams and groups. Planning, Recruitment and Selection The HR strategy, which is closely aligned with the organizational strategy to achieve continuing growth and profitability, envisages recruitment of people every year to run the new stores scheduled to be opened. For example, as per their Annual report (AR1 2008), about 6000 7000 employees are to be recruited during this financial year, to meet the requirements of the 225 new stores being opened worldwide. The planning and recruitment is based on the HR policy to recruit locally when a new store is opened (Armstrong (2006), pp.363-388). Future employees are evaluated and chosen (Armstrong (2006), pp.409-471) according to certain criteria practiced by HM and based on the companys culture. They look for people with personality who can perform well within the culture, growth and motivational framework provided at HM. To quote Pà ¤r Darj, Head of HR, At HM, great grades and all the university credits in the world are no guarantee of a job or a fast-track career. Of course, we do welcome those things, but what we are really looking for, more than anything, is people with the right personality. This is based on the belief that one can always gather skills as you go along, but personality and attitude cant be taught. Either youve got it or you dont. One of the most important things we look for is drive. (AR1 2008, p.5-34). Organisational Behaviour At HM, a lot of importance is given to personality development and for opportunity for the employees to grow within the organization. Various practices empowering the employees; like a Shop Manger being allowed to take independent decisions, and managing the business like an entrepreneur etc. are designed to increase employee loyalty and commitment to the organization and are great motivators (Armstrong (2006), pp.239-316 and AR1 2008). The HR strategy for employee motivation; total reward with emphasis on Intrinsic Motivation (Armstrong (2006), p.254), has been proven, to be directly related to forming the success of the organization. All their operations are typified by an essential respect for the individual; including reasonable wages, reasonable hours, opportunity to grow and develop within the company (AR1, 2008) The prevailing organizational culture at HM encourages team work, supports effective leadership and provides adequate growth opportunity for employees. These HR strate gic initiatives in turn make significant contributions to the organizational goals of continuing growth and profitability. Human Resource Development Ensuring Learning and Development opportunities for its employees is an integral part of the HR strategy at HM (AR1 2008), and these essential ingredients contribute significantly to the success of the organization. Human Resource Development is a continuing process at H&M; the new recruits being sent to already existing shops for gaining valuable experience, experienced employees being brought to new shops to support the new local recruits during the intensive opening period activity etc. This is critical to the process of organizational learning and helps them climb the learning curve faster (Armstrong (2006), p.554). Keeping employees highly motivated is essential to the success of HM, due to the nature of its business of dealing in high fashion consumer goods. The various concepts that can be adopted to increase performance (like job satisfaction as a reward management tool) are very effectively employed and as the employees themselves state, Im happy to be here and every day is a challenge (Careers site at ). Expectancy Theory, which states that if individuals feel that the outcome of learning is likely to benefit them, they will be more inclined to prove it (Armstrong (2006), p.556) has been proven on the shop floors of HM. The HR practice of giving responsibility to the employees early on in their career, treating them as entrepreneurs rather than just employees, (AR1 2008, p.34) is a definite and positive step towards their development. Considering the employees as capable of shaping its results and improving it in big and small ways, is key to HMs approach to learning and development. International HRM HM is a multinational company with operations in 33 countries and new countries being added every year as the organization grows. The strategy of local recruitment when a new shop opens leads to the situation of a collective work force belonging to different nationalities adjusting to a common organizational culture. This is the big HR challenge, which the company has very successfully overcome. The HR strategy of delegation of authority and empowerment of employees has played a very important role in this success. The shop manager runs the business as an entrepreneur and is authorized to take independent decisions with in the overall guide lines. Think globally and act locally, Laurent (1986) (from Armstrong (2006), p.104), has been adapted as the mantra for success at HM. They have identified the core and non core activities (design and manufacturing; being core, done centrally, and distribution; noncore, done locally) , they have built global brand equity while honoring local customs, they share their learning and create new knowledge. Conclusion To conclude, HM has balanced the needs of coordination, control and autonomy and maintained the appropriate balance between them. These are critical to the success of any multinational company ( Bartlett Ghosal (1991) from Armstrong (2006), p.104) . -

Intelligences and Michael Jordans Career :: Basketball Science Papers

In Creating Minds, by Howard Gardner, three organizing themes are introduced. Gardner proposes that the creative activity of an individual is broken down into relationships: between the child and the master, between an individual and his work, and between an individual and other people. When studying Michael Jordan, three key moments in his life appear to represent these three principles and explain his success. First, proof of his level of dominance should be presented. Michael Jeffrey Jordan has experienced success at the highest level of his domain. Jordan began his career as the National Basketball Association Rookie of the Year in 1984-85. He led his team to six NBA championships, and was named the Finals Most Valuable Player each time. Jordan won ten scoring titles, including seven straight from the 1986-87 to 1992-93 season. He also received the regular season MVP five times. In the year 2001, a panel of sports experts was organized in order to vote for the greatest athlete of the twentieth century. This distinguished 48-member panel voted Michael Jordan number one ahead of such greats as Babe Ruth and Muhammad Ali. What does it take to be the greatest? In order to be a master of any domain, you must possess an added characteristic that your peers do not. There may be another person who can jump as high as you can, or who can run as fast as you, or who can bench press more weight than you. But you can make sure that there is no one who practices more than you. The ability to push yourself to your limit and maybe a bit further is going to give you the advantage over your competitors. This is an aspect of the intrapersonal intelligence discussed by Howard Gardner is his book Creating Minds. I propose that Michael Jordan’s success is not solely due to his athletic ability, but rather to the interaction between his bodily/kinesthetic and intrapersonal intelligences. One without the other would not have allowed him to accomplish all that he has in his career.

Women in the 21st Century

Society is constantly changing, sometimes for the better, and sometimes for the worse, and different country’s society’s change at different paces, and some don’t change at all. For some countries, their society will change entirely, for everyone, and for some, their society will change for only one race, or one gender. In Canada, specifically, society and the way the country operated changed for women drastically between 1914 and 2004.Canadians had learned to accept women for their gender, and accept that they had the ability to perform tasks that men could. In Canada’s society, people viewed women different politically, socially, and environmentally when the 20th century began. Some things, however, didn’t change at all for women, and these things are what they still struggle with today. The status and value of women has changed significantly due to the catastrophic events of the Great Wars. During the war, women became the primary bread winners o f the family while the men went out to war.It was the first time in Canadian history that women were eligible to work in factories to support the war effort. Women were able to vote on behalf of their fathers and husbands that fought in the Great War. Judge Emily Murphy became the first female judge of Canada in 1916, appointed by the British Government. The role of a judge was predominantly a male job that held a high status in society. Women were starting to get political job opportunities as women fought for gender equality.Emily Murphy became a beacon of hope for gender equality as she was one of the Famous Five. It wasn’t until the end of the century that a female earned the role of prime minister. Kim Campbell became the first female Canadian prime minister in 1993. During her time served as prime minister, she amended the criminal code to better suit laws regarding firearms and sexual assault. Since the beginning to the First World War to present day, women have earned a position as equals in the political scope.Socially, women began to be more accepted by their families at home, as well as when working, and when outside of their homes. At home, instead of women only cooking and cleaning, they began to do jobs that required more effort and skill. Women were allowed to be educated and receive an education, meaning that they were able to work, and replace a man’s role in a workplace environment. For example, during the Second World War, when men had to enlist in the war, women replaced their jobs in the workplace in the meantime.While at war, women worked in factories to sew and provide for the war, as supplies from Canada were sent to where the war was taking place. Environmentally, women began to be more widely accepted, especially as the 21st century rolled around. During the 21st century, women were still faced with gender discrimination in the workplace. Women in the 21st century are still faced with a glass ceiling, and are not offered the same positions as men are, and are also not paid as much as men are for doing the same positions as them.Furthermore, environmentally, women were faced with a lack of rights to their gender entirely. In the late 1900s, women finally began to fight for equality in Canada, and created many organizations in order to do so. As a whole, women began to be recognized around the world and in Canada especially for their movements to become known, and treated equally. As you can see, people in the 20th century, many people believed that women couldn’t perform the same way that men could, nor qualify for the jobs that men could.Furthermore, many believed that women shouldn’t have been allowed to get an education, and that women wouldn’t be nearly as close as they are today. Specifically, now women can run to be president or prime minister of any country, they also qualify to be lawyers and judges in the supreme court of Canada. Also, women proved them wrong. Throughou t the years, women proved that with hard work and dedication, that anything could be possible. Now, women are recognized politically, socially, and environmentally all around the world, and are widely accepted as individuals.