Four Dimensions of Human Resource Management Practice Essay Example

Four Dimensions of Human Resource Management Practice Essay Human resource environment is a great factor which can directly affects employees morale and productivity if not properly managed. After internal and external environmental factors are well taken care of, employee can concentrate on their task at hand. A positive and friendly environment makes work more enjoyable for the employee and it help to develop sense of belonging to the organization. Areas of the management of human resource environment includes Strategic human resource management which combined human resource practices with organizations business policies to helps the organization to achieve its goal. It involves a pattern of planned human resource deployment and activity which can improved the organizations productivity. Next, we need to ensure that the organizations human resources management practices are complied with federal, states and countrys law. As the organization is set-up for business. Policies are being developed to support its operations. We need to determined if these policies are legal with the legislative and regulatory agencies of the country. This is critical to the organization as legal issues can affects organizations operation and become a burden to organizations success and survival. Lastly, we look at design and review of jobs that can motivates and satisfies the employee and therefore, increasing productivity and maximizes customer service with better quality of work. With motivated and satisfied employee, there will not be much changes of the companys human resource as people are happy with their work and unlikely to leave the organization. We will write a custom essay sample on Four Dimensions of Human Resource Management Practice specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Four Dimensions of Human Resource Management Practice specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Four Dimensions of Human Resource Management Practice specifically for you FOR ONLY $16.38 $13.9/page Hire Writer This result in a reduction in resources need to train new employee annually. Acquiring and preparing human resources As customer needs for new product and services, organizations need to forecast the number of employees need and type of workers that meets the demand. Organization have to measure its present human resources configuration and relates it to future demand. Base on its knowledge of the workers personality, organizations need to decide on termination of service for unproductive employee, promotion and also plan for employees retirement. Getting the right people to replace them can be quite challenging task. This area includes recruitment, employee selection, human resource planning and training for workers to perform their task. They have to keep a lookout for potential individual who are able to deliver what customer wants. It is important to minimize errors in selection and placement of employee as it affects the organization ability to compete with rivals and also the applicants life. Employee will not do well in wrong area of job scope allocated and will in future become a burden to the company and effects ones social life. Training helps employee to develop skills which is need to perform for task base on organization requirement. As the employee can do his job well, he will become positive and motivated to make more contribution for the company and therefore, improve productivity. Assessment and development of human resources Managers and employee have the necessary skills to perform current job and to develop new skills to be able to cope with future assignment as more advance method of operation and technology have been introduced to the organization. In this area of human resources management, we need to measure the employees performance in term of weakness and strength and plan necessary development for them. Preparing the employee for future work roles and resolve any issue that is affecting them in work. We also need to ensure that employee have the competencies necessary for the task for organizations present and future operation. Educating employee with organizations long term goals and values in the industry. Develop interest for employee to work for the organization, creating a relationship between the organization and the employee. Justification for productive employee by promotion and bonus will retain them from competitors. Discipline and layoff unproductive employee as they are obstructive to organization progress and fellow employee. The objective is to achieve an ideal employment relationship and working environment that will benefit both the company and employee. Compensating human resources Pay and benefits are used to reward employees contribution to the company and also to attracts new workers. Other than interests in work, the next incentives that workers look forward to is pay and benefit. Positive influence on new work design, new technology and quality demands on production can be damaged if employee are compensated unfairly. This area of human resources management includes creating of a good pay system, reward employee contributions and provide them with benefits for working in the company. Using salary and benefits to recognize and reward employee base on performance, seniority and skills will helps to retain experience and productive personnel. Frequent change of employee will result in a slow down in companys operation as they are lack of experience and cohesiveness.

The Marshallese and Nuclear Weapon Testing

The Marshallese and Nuclear Weapon Testing Military progress is the aim of at least every country in the world. Many nations have invested a lot of money in research and development of various weapons that will enhance the security of the country as a whole. In the effort to come up with the perfect weapons, it becomes necessary for any country to test whether their weapons are of the right quality.Advertising We will write a custom essay sample on The Marshallese and Nuclear Weapon Testing specifically for you for only $16.05 $11/page Learn More Nevertheless, weapons have various effects when tested and they have to be tested where they would cause minimum effects to human beings. In the period between 1946 and1958, the United States of America used the Marshall Islands to test for its nuclear weapons. However, this caused a lot of negative effects to the natives who had to change their ways of life besides looking for other ways of coping with the situation. It is important to point out that the Un ited States of America did not reveal to Marshallese the exact effects that nuclear weapons would have on their lives. Nonetheless, the gravity of the testing soon downed on the people of Marshall Islands. To begin with, the blasts completely destroyed some islands which were hitherto residential areas for the Marshallese. Instead, huge craters were formed especially in the lagoons. This meant that the people would no longer have their land though they had been promised that their land was to be given back to them (Barker 20). Moreover, several coral Islands were completely broken up as a result of the nuclear testing that was carried out. Similarly, radioactive fallout resulted after the crushed corals and water mixed with the radioactive particles that were released. The other effects that the Marshallese people suffered as a result of nuclear weapon testing had to do with the high levels of radiations that were released. Firstly, the radiations were freely released into the atmos phere. Consequently, people inhaled these radiations into their bodies (Barker 24). Secondly, the radiations stuck on various plants including the coconut plants where the Marshallese got the oil they applied on their skin and hair. Additionally, radiations were ingested by young children who thought it was snow. Furthermore, the food and water that people were using also got contaminated with the radiations. These radiations have been associated with several health problems that have affected the Marshallese people including cancer, typhoid and reproductive health problems (Barker 28). It is worth noting that these effects have gone beyond the first generation. Additionally, before any testing was commenced, people were relocated to other areas. These compelled the people to change not only their economic activities given that they were taken to areas where agriculture was not possible, but also their way of life. Moreover, these people had to depend on subsidy food from the U.S. g overnment thus compelling them to change their diet (Barker 25).Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More Besides, the food issued by the U.S. government contained a lot of fats and sodium which exposed the Marshallese people to various health hazards. Similarly, the displaced people were forced to change their cultural and political activities. As a matter of fact, the Marshallese people had to change their cultural songs, their traditional diet as well as other rituals after they were displaced (Barker 27). Despite the effects that the Marshallese people suffered due to the nuclear weapon testing, they have found ways of dealing with the situation. Firstly, the Marshall Islands tried to petition the United Nations in the year 1954 and 1957 in a move that was aimed at seeking address to the effects that the natives were suffering. On the same note, the Marshallese people have learn t on how to lobby the congress and work with the executive branch so as to influence the U.S. government policy on radiological issues in the Marshall Islands. This is aimed at getting the U.S. government to support the people who were affected. On the same note, the Republic of Marshall Island and the U.S. government agreed in the 177 Agreement that the United States will compensate the people who got affected by the nuclear testing. In addition, the U.S. government agreed to run medical programs in aid of the victims though there are some restrictions imposed (Barker 28).  Due to the unproductive nature of the land after the testing, the Marshallese people have learnt to change their diet. They depend on subsidized food that is provided by the government of America. Moreover, some areas have had soil and plants stripped off prompting the return of the Marshallese. However, they have had to start their lives from scratch and use intensive agricultural methods to try and restore t he soil and plants (Barker 27). The formation of the nuclear claims tribunal was also an important strategy to lobby for compensation. The nuclear testing is a clear case of intercultural conflicts where the United States wanted to enhance its weapons while the Marshallese simply wanted to maintain their peaceful livelihood. Using its influence, the United States got its way and tested the weapons knowing pretty well that the same had dire consequences on the natives. Notably, U.S. took advantage of the fact that Marshallese people were not well educated and thus did not reveal the exact effects of their intended exercise. However, we should ask ourselves whether it is okay for a cultural group to advance its egocentric objectives at the expense of others. Culture is very essential for the lives of people in the world. Various cultures define various things differently and place differing weights on everything. Consequently, there is bound to be intercultural conflict whenever peopl e from different cultural backgrounds interact.Advertising We will write a custom essay sample on The Marshallese and Nuclear Weapon Testing specifically for you for only $16.05 $11/page Learn More People will always have different perspectives regarding given ideas. Moreover, each cultural group will always have diverse priorities.  Nevertheless, it is important to know that there is no superior culture. All cultures are equal and people should be free to practice their culture. People should learn to appreciate the diversity in culture and respect other people’s believes. In advancing their interests, people and by extension countries should take care so as not to interfere with other people’s ways of life. While we should be ready to defend our culture, we should not do it in an ethnocentric way that jeopardizes other people’s way of doing things. The United States of America was not ready to displace its own citizens to create tes ting fields. However, they took advantage of the remoteness of Marshall Islands to test their nuclear weapons displacing people in the process and disregarding the imminent negative effects (Barker 27). When we learn that all people are equal human beings regardless of their cultural background, then we will be able to throw intercultural conflicts in the dustbin of oblivion. Work Cited Barker, Holly M. Bravo for the Marshallese: regaining Control in a Post-Nuclear, Post-Colonial World. Stanford: Cengage Learning, 2012. Print.

Great Locomotive Chase in the American Civil War

Great Locomotive Chase in the American Civil War The Great Locomotive Chase took place April 12, 1862, during the American Civil War (1861-1865). Also known as the Andrews Raid, the mission saw civilian scout James J. Andrews lead a small force of disguised Union soldiers south to Big Shanty (Kennesaw), GA with the goal of stealing a locomotive and sabotaging the Western Atlantic Railroad between Atlanta, GA and Chattanooga, TN. Though they successfully captured the the locomotive General, Andrews and his men were quickly pursued and proved unable to do meaningful damage to the railroad. Forced to abandon General near Ringgold, GA, all of the raiders were ultimately captured by Confederate forces. Background In early 1862, Brigadier General Ormsby Mitchel, commanding Union troops in central Tennessee, began planning to advance on Huntsville, AL before attacking towards the vital transportation hub of Chattanooga, TN. Though eager to take the latter city, he lacked sufficient forces to block any Confederate counterattacks from Atlanta, GA to the south. Moving north from Atlanta, Confederate forces could quickly arrive in the Chattanooga area by using the Western Atlantic Railroad. Aware of this issue, civilian scout James J. Andrews proposed a raid designed sever the rail connection between the two cities. This would see him lead a force south to seize a locomotive. Steaming north, his men would destroy tracks and bridges in their wake. Andrews had proposed a similar plan to Major General Don Carols Buell earlier in the spring which called for a force to destroy railroads in western Tennessee. This had failed when the engineer did not appear at the designated rendezvous. Approving Andrews scheme, Mitchel directed him to select volunteers from Colonel Joshua W. Sills brigade to aid in the mission. Selecting 22 men on April 7, he was also joined by experienced engineers William Knight, Wilson Brown, and John Wilson. Meeting with the men, Andrews directed them to be in Marietta, GA by midnight on April 10. Great Railroad Chase Conflict: American Civil War (1861-1865)Dates: April 12, 1862Forces Commanders:UnionJames J. Andrews26 menConfederacyVariousCasualties:Union: 26 capturedConfederates: None Moving South Over the next three days, the Union men slipped through the Confederate lines disguised in civilian attire. If questioned, they had been provided with a cover story explaining that they were from Fleming County, KY and were looking for a Confederate unit in which to enlist. Due to heavy rains and rough travel, Andrews was forced to delay the raid by a day. All but two of the team arrived and were in a position to begin operations on April 11. Meeting early the next morning, Andrews issued final instructions to his men which called for them to board the train and sit in the same car. They were to do nothing until the train reached Big Shanty at which point Andrews and the engineers would take the locomotive while the others uncoupled most of the trains cars. James J. Andrews. Public Domain Stealing General Departing Marietta, the train arrived in Big Shanty a short time later. Though the depot was surrounded by Confederate Camp McDonald, Andrews had selected it as the point for taking over the train as it did not have a telegraph. As a result, the Confederates at Big Shanty would have to ride to Marietta in order to alert the authorities farther north. Shortly after the passengers disembarked to take breakfast at the Lacey Hotel, Andrews gave the signal. While he and the engineers boarded the locomotive, named General, his men uncoupled the passenger cars and jumped into three box cars. Applying the throttle, Knight began to ease the train out of the yard. As the train pulled out of Big Shanty, its conductor, William A. Fuller, saw it depart through the window of the hotel. The Chase Begins Raising the alarm, Fuller began to organize a pursuit. Up the line, Andrews and his men were nearing Moons Station. Pausing, they cut the nearby telegraph line before proceeding. In an effort not to arouse suspicion, Andrews directed the engineers to move at a normal speed and to maintain the trains normal schedule. After passing through Acworth and Allatoona, Andrews stopped and had his men remove a rail from the tracks. Though time-consuming, they were successful and placed it in one of the box cars. Pushing on, they crossed the large, wooden railroad bridge over the Etowah River. Reaching the other side, they spotted the locomotive Yonah which was on spur line running to nearby iron works. Despite it being surrounded by men, Knight recommended destroying the engine as well as the Etowah bridge. Unwilling to start a fight, Andrews declined this advice despite the bridge being a target of the raid. Fullers Pursuit Having seen General depart, Fuller and other members of the trains crew began running after it. Reaching Moons Station on foot, they were able to obtain a handcar and continued down the line. Derailed at the stretch of damaged track, they were able to place the handcar back on the rails and reached Etowah. Finding Yonah, Fuller took over the locomotive and moved it onto the main line. As Fuller raced north, Andrews and his men paused at Cass Station to refuel. While there, he informed one of the station employees that they were carrying ammunition north for General P.G.T. Beauregards army. To aid the trains progress, the employee gave Andrews the days train schedule. Steaming into Kingston, Andrews, and General were forced to wait for over an hour. This was due to the fact that Mitchel had not delayed his offensive and Confederate trains were racing towards Huntsville. Shortly after General departed, Yonah arrived. Unwilling to wait for the tracks to clear, Fuller and his men switched to the locomotive William R. Smith which was on the other side of the traffic jam. To the north, General paused to cut the telegraph lines and remove another rail. As the Union men finished their work, they heard the whistle of William R. Smith in the distance. Passing a southbound freight train, pulled by the locomotive Texas, at Adairsville, the raiders became concerned about being pursued and increased their speed. Texas Gains To the south, Fuller spotted the damaged tracks and succeeded in halting William R. Smith. Leaving the locomotive, his team moved north on foot until meeting Texas. Taking over the train, Fuller had it move in reverse to Adairsville where the freight cars were uncoupled. He then continued chasing General with just Texas. Stopping again, Andrews cut the telegraph wires north of Calhoun before proceeding to the Oostanaula Bridge. A wood structure, he had hoped to burn the bridge and efforts were made using one of the box cars. Though a fire was started, the heavy rain of past several days prevented it from spreading to the bridge. Leaving the burning box car, they departed. The Mission Fails Shortly thereafter, they saw Texas arrive on the span and push the box car off the bridge. In an attempt to slow Fullers locomotive, Andrews men threw railroad ties on the tracks behind them but with little effect. Though quick fuel stops were made at Greens Wood Station and Tilton for wood and water, the Union men were unable to fully replenish their stocks. After passing through Dalton, they again cut the telegraph lines but were too late to prevent Fuller from getting a message through to Chattanooga. Racing through Tunnel Hill, Andrews was unable to stop to damage it due to the proximity of Texas. With the enemy nearing and Generals fuel nearly depleted, Andrews directed his men to abandon the train just short of Ringgold. Jumping to the ground, they scattered into the wilderness. Aftermath Fleeing the scene, Andrews and all of his men began moving west toward the Union lines. Over the next several days, the entire raiding party was captured by Confederate forces. While the civilian members of Andrews group were considered unlawful combatants and spies, the entire group was charged with acts of unlawful belligerency. Tried in Chattanooga, Andrews was found guilty and hanged in Atlanta on June 7. Seven others were later tried and hanged on June 18. Of the remainder, eight, who were concerned about meeting a similar fate, successfully escaped. Those who remained in Confederate custody were exchanged as prisoners of war on March 17, 1863. Many of the members of the Andrews Raid were among the first to receive the new Medal of Honor. Though a dramatic series of events, the Great Locomotive Chase proved a failure for Union forces. As a result, Chattanooga did not fall to Union forces until September 1863 when it was taken by Major General William S. Rosecrans. Despite this setback, April 1862 saw notable successes for Union forces as Major General Ulysses S. Grant won the Battle of Shiloh and Flag Officer David G. Farragut captured New Orleans.

Self Analysis Leadership Profile Project Assignment

Self Analysis Leadership Profile Project - Assignment Example In the â€Å"EQ at a Glace† assessment, my total EQ (Emotional Quotient) score is 54 that belongs to the above average level that is 51-60. The five types of scores in this category were; Intrapersonal Components, Interpersonal Components, Adaptability Components, Stress Tolerance Components, and General Mood Components. The average of my Interpersonal Score is 3.6. The average of Interpersonal Score 3.3. The average score for the Adaptability was 3.3. My average General Mood, and Stress Tolerance Components were all 4. Both General Mood and Stress Tolerance Components scores were in the high range level. My dominant score for this assessment was Stress Tolerance Components. This indicates that I’m a self-driven person capable of tasks completion even under stressful conditions. I can work persistently even when there is dim optimism, I never give up. At the beginning of last semester, I had a lot of work juggling between family, work and study. I had signed up for a new course when I got a job promotion that required me to take up a lot of my time. This left me with no time for me or my family. However, I struggled persistently until I was able to balance my work, give my family quality time and still manage to get A’s for my course. The least dominant score for this assessment is Adaptability Components. I got a 3.3 for this assessment. I have difficulties adapting to different situations in the short run and this ends up wasting a lot of my time and resources. At the beginning of this course, my friends felt that I was much suited for it and will get great scores, but I was very pessimistic until I proved myself wrong by performing excellently. My action plan for this assessment will involve activities and a plan that will help me in better decision making that will enhance my self-motivation and increase my optimism. I will record all my tasks and activities I have

Introdution To Management Case Study Example | Topics and Well Written Essays - 2500 words

Introdution To Management - Case Study Example d with a business opting for operating from another location; more often these include low cost, higher quality, lower risk, lower employee turnover, higher profits, to bring about a change in the way business is done, etc. The parent company’s goals can be varied, and accordingly the goals and objectives of outsourced company are laid (Bangeman, 2005). Exactly for these reasons, Gail Lee, the managing director of Melbourne’s fashion retailer, Leethal Fashion Accessories, offshored some of its business to India; this included creation of ready-to-wear garments based on Australian designs that were sent by Leethal Fashion Accessories and also imported jewelry to be sold in local departmental stores. Besides the reasons for this business offshoring, LFA had to face some issues with respect to receiving the completed products on time due to delay in transport. Other issues were caused due to language and cultural barriers, which sometimes lead to misinterpretations and misunderstanding in the business dealing. These issues lower the confidence of Australian entrepreneurs in Indian business systems; yet, the huge difference in labour costs tends to outweigh losses caused by other issues (Hatch, 2006). Indian economy is diverse, and ranges from traditional village farming to modern manufacturing and services. The contribution of services sector is said to be the maximum to the growth of India’s economy, which indicates availability of surplus labour. Statistics indicate that major portion of the services is provided by the English-speaking educated people in the field of Information Technology in the form of software services export (Rushton & Walker, 2007). Another major contributor to the economy is the small-scale industry segment which plays a pivotal role in employment generation with low capital investment. Estimates indicate that over 18 million people are employed in this industrial segment (John, M.S, 2002). Cottage industries are mostly run by

Strategic Management At Honda

Strategic Management At Honda With over 182,000 employees, Â ¥ 10,011, 241 million in annual revenues in 2009 coupled with upwards of $ 1370.1 million$ and 1896.4 in operating profits for the FY 2008 and 2009 respectively, Japans Honda is easily the industrys biggest manufactures of motor cycles, besides being a among the leading automobile producers. Operating across the globe, Honda is involved in the development, manufacturing as well as marketing and distribution of motor cars, motor cycles and a range other power products (Honda Ltd, 2010). It was founded in 1946, by Soichiro Honda and subsequently incorporated two years later, followed by years of success and growth as a motor cycle maker. Away from its core business, the companys 105 affiliates and 396 subsidiaries across the world provide financial services to thousands of its clients. It operates a four tier business model which includes the financial services division, motorcycle, automobile as well as power products (Honda Ltd, 2010). Besides multi wagons, Honda also produces a range of passenger cars, SUVs, mini vans, passenger cars, mini vehicles as well as sports coupes among others. Hondas flagship car and motor cycle models include the Accord, Civic, Legend, Insight, Acura CSX and Acura RL, CR-V, Cross Road, ASIMO Robots as well as the scooters among many others. The company recorded sales of over 10,114,000 units mainly in Japan, North America and Europe, representing an 8.5% rise over the previous years figures. Its sales have been on the rise despite through the global economic down turn that hit its American competitors, and largely driven by Toyotas PR woes over alleged flaws in the breaking system in its flagship Prius model. This success is largely attributable to the company strategic preparedness. Case in point, in 2002, it launched a hybrid car model to tap into the ever growing environmentally conscious clientele, besides launching the Environmental Learning Center (based in Texas), while in 2004, the company entered into a strategic partnership with GE, that led into the development and production of a trail blazing light jet engine, suited for business jets. Sethi and Swanson (1984), commencing in the year 2000, the company has embarked on an ambitious program to set up production plants in the emerging car and motor cycle markets, notably China, Argentina, Russia and the motor bike hot spot, Vietnam. The company prides itself with the twin principles of respect individuals and the Three Joys Principle i.e. buying, selling as well creating. These values reflect the company does wish to build on each persons unique abilities and its endeavor to ensure that everyone who comes by purchasing the products or by other means should have a great/joyous experience. Honda ensures this by relentlessly, lead in the creation of value, innovation, new products at accessible prices. RECONCILIATION OF DICHOTOMIES Honda ltds strategic innovation is founded on a process of dichotomies reconciliation which include both learning and planning, positioning on the market vs. internal resources development and lastly, core competencies related to the product against the core capabilities related to the processes. These three dichotomies do representing divergent strategies etc that drive Honda as a company since its establishment and through years of exemplary growth and expansion. De Wit Meyer (2010), assert that a critical look at Hondas strategies points especially its successful entry and dominance of new markets raises questions as to whether, Hondas strategy and subsequent decision making is solidly based on a meticulous, analytical and rational planning or whether its strategies are a direct result of the some decisions/ strategies reached at by the company, which evolved or became modified due to the environmental influences of the industry in which the company operates. PLANNING v. LEARNING While designing its strategies, the company has consistently followed a rational approach based on a critical analysis of the market and the industry environment. This strategy hinges on and it suited for a seasoned industry player such as Honda, since it seeks to built on, and exploit the companys immense experience in the automotive industry (Johnson et al., 2005). As a strategy, this is an important bottom up strategy that uses the already gained knowledge to optimize the companys needs. Planning takes into consideration both the companys resources as well as the environmental factors, as such will most likely utilize the companys set objectives within the constraints. Hondas largely seen as having successfully employed the planning strategy while entering into new markets notably while launching into the US motor cycle industry. Its recent strategic alliances with GE as well as its design and launch of innovative new products and expansion of manufacturing plants, in the ultimate attainment of huge scale economies and extremely law costs represent examples of internal planning. Planning is largely apparent from an outsiders point of view. However, interviews with the companys top management reveal a far different picture that suggests at best a company that is far from an overly rational, academic planning seeking to impose its corporate values and policies on the market and the industry, but rather a company, with a management structure that is at all times willing to learn. It is evident and widely accepted by many observers that Hondas strategies have evolved, without a clear plan or analysis of the industry. Case in point, the huge success attained by the companys 50 cc Supercab surprised everyone including the companys management. Mintzberg et al. (1998) observe that though the companys strategy may have looked analytical and well thought out, the management did blunder severally up until the market gave them the correct formula. Rational planning on its own is hardly, suited to many organizations and is in fact removed from the day to day running of a business as compared to learning, which permits management to continually develop and adjust their policies and strategies as they are implemented, in the light of new experience (De Wit Meyer, 2010). Hondas development of hybrid vehicles and energy efficient models e.g. the Honda Civic Sedan, in the wake of Toyotas success in the same field represent examples of learning from the environment. Honda has as well launched joint ventures in RD with other companies. Using both strategies gives the company an advantage, not least because it only allows the formulation of strategies that best meet both the internal resources as well as the environmental factors prevailing in the industry. POSITIONING VERSUS DEVELOPMENT OF INTERNAL RESOURCES Hondas positioning helps its brand to be associated with a given market segment. It is an equally helpful guide to the companys other strategies, particularly the marketing strategy, not least because it does clarify the essence of the brand and the helps the consumers to better identify the goals that the product seeks to meet in a unique way. In positioning a product or brand, managers must make decisions, seeking to appeal a given segment of the population, while at once risking losing the other(s). Honda has placed its various products on the basis of benefit, target, distribution as well as prices. The company offers competitive prices owing to its scale and technology advantages, which in turn permits it to achieve better client franchises. This strategy does however; affect the prestige of the brand, besides reducing the profit margins. Target, distribution and benefit positioning, that has seen the introduction of green models to serve the needs of green conscious clients, co upled by Hondas expansion into India, China and Vietnam, which was entirely meant at catering for emerging middle class in those countries. As against, development of internal resources, Hondas product positioning allows it to use fewer resources but still reach the target markets. It however, has enormous resources in capital, management, cutting production technology as well as manpower, which have driven the companys expansion across the globe. More investment in RD is, and has been possible, leading to greater innovation. While other smaller industry players struggle with limited resources constraining their RD as well as expansion, bigger companies like Honda, Toyota and GM can attain a better edge in the industry. Hondas has been able to pursue both strategies owing to the availability of niche products that it has successfully positioned e.g. motor bikes in Vietnam (over 400,000 units in annual sales), coupled by its huge availability of resources which allows it rope for RD, diversification and expansion. This does not entirely hold though, Honda spends just a fifth of GM expenditure on RD and launches fewer mode ls than the latter, yet it products/models are more successful than GMs. CORE COMPETENCIES VERSUS CORE CAPABILITIES Competencies are as a result of coordination of multiple production skills as well as a complex coordination of numerous technologies. They give a company access to newer markets; provide high barriers for competitors to enter the market, besides contributing considerably to the benefits of the end product(s). Hondas core competencies as regards products are the driving force behind the development of the numerous, innovative end user products. Hamel Prahalad regard Hondas product competencies as a brilliant example of how a small company can break into, and establish itself in a mature, stable market. In 2010 alone, Honda has set up a solar H2 station (Los Angeles), introduced the versatile iGX and GX engine series for general purposes. The company has as well produced lithium-ion based batteries intended for the new range of hybrid motor vehicles, alongside an ELC to spear head its green agenda. Honda is famed for its ability to recycle technologies in all its range of products, affording it RD efficiency. There are elements of core capabilities associated with its processes, but perhaps far lacking behind Toyota and many other industry players. These include efficient distribution channels, cost effective production processes. It trains dealers, determines shop floor plans and has strict operating procedures among others. Core product competencies in the automobile industry are far superior to the process capabilities and Hondas success is an outstanding testimony to this fact. MANAGEMENT STYLES Japanese and Hondas management styles do differ from the American style in at least six distinct aspects. These include differences in the interdepartmental relationships, communication patterns, and supervisory styles, mechanisms for control as well as existence of, or lack of a paternalistic orientation. According to Hofstede (2004), these differences largely stem from the inherent cultural differences between the two countries, which in turn influence the respective corporate cultures. Lifelong Tenure Most of the companies in Japan do provide lifelong jobs to their employees, with greater emphasis being laid on not age, but also seniority. Promotions are thus much more difficult, just as there is greater job security for the workers. Many organizations effectively hire employees for the, and are interested in the long term objectives as against Americas corporate worlds obsession with short term goals. Case in point, Hondas top management i.e. Satoshi Aoki (Chairman), Takanobu Ito, Koichi Kondo and Atsuyoshi Hyogo joined the company in 1968, 1978, 2000 and 1972 respectively, during which time they have risen through the ranks to reach the top management. On the contrary, the western corporate world is characterized by short term contracts for both managers and workers, charged with meeting short term objectives. Teams v. Individuals In contrast with the Western model where managers are responsible for decision making and subsequently accountable for the decisions reached, the Japanese system recognizes the importance of individual expertise, but the performance of the entire team is more emphasized than an individuals. In the western corporate world (Germany and American), certain employees have the star statuses e.g. in Germany, the engineers play central roles to the success of motor companies. Some elements of convergence exist though. Long apprenticeships and cadres (seniorities in Japan) do exist both in Germany, France as well as the Netherlands. Employees attain positions, promotions etc. through years of internships, apprenticeships or memberships to given classes-attained through education and or experience. Decision Making While most western corporations are characterized by top down decision making, the Japanese style of management is largely characterized by collective decision making by individual teams. Hondas decision making is characterized by the Ringi system, where decisions are passed based on a consensus of all the employees in a department or even the entire organization. This management style is identical to that practiced in Holland, except that the latter is anchored on existing contracts or class differences of among the employees. Communication As against the largely bureaucratic communication, hierarchical channels characterizing western corporations, which is largely effective and efficient, the Japanese channels of communication compromise in large part of face-to-face communication. These comprise everything from provision of information regarding assignment of tasks, responsibilities, organizational goals and the development and rechanneling of feedbacks. Implicit Mechanism of Control Honda ltd is concerned with building of its relationships with it biggest assets, the employees. Inspired by its philosophy Respect for the Individual, the company always seeks to develop collaborative relationships with each and every employee, where all mechanisms of control and supervision are largely informal. Supervisors work alongside other employees, who are involved, the decision making, which in turn renders decision making, execution of decisions and reception of feedback a lot more expedient. On the contrary, Hondas competitors run on a rigid, formal control mechanism. This sets goals, measurable, complete with targets that must be met by departments, franchises and individual employees, while the Japanese system is anchored on the management philosophies that all employees as well as managers identify with. Departmental Relationships Pascale Athos (1981), states that attainment of the goals set for a department etc requires inputs not just from the concerned departments, but perhaps most importantly, close collaboration with other departments in the company or even other organizations. Formal (necessary) relationships largely accomplish these goals (characteristic of the western model), while the Japanese style has an extra dimension; voluntary collaboration which is far more productive and results in greater knowledge sharing. Paternalistic Orientation Honda and many other Japanese companies are concerned by the holistic needs of every employee, including the concern for the well being of their families (Culpan, 2009). This imposes a social support role on the managers, a feature which is largely absent in the western world, safe for a limited number of family organizations. CORPORATE GOVERNANCE AND SOCIAL RESPONSIBILITY With car markets in the developed world already saturated, most car companys are looking abroad in the emerging markets notably China, India and Brazil. A recent study by TNS shows that car buyers rate car makers more according to their CSR than those consumer in the first world, thus companies that perform better in this sphere stand a far greater chance of winning the hearts and minds of the new middle class is guaranteed success. In 2005, Honda was ranked the UKs best car company based on its social responsibility initiatives, by the foremost research company on automotives, TNS Automotive. It performs equally well in the US, Indonesia, Italy and Spain among other countries alongside BMW, Shell, Malaysias Petronas, Michelin and Germanys Porsche (Nissan Corp., 2010). Honda spent over 2.3% of its annual revenues in 2009, on its CSR commitments, with the environment taking the lions share of the budget. The company has undertaken numerous actions in an attempt to meet the challenges posed by global warming and climate change. With the reputation of the automobile industry and fossil fuels already damaged, due to its huge carbon footprints, and the growing fears among the public of air pollution, it is only reasonable that companies act in accordance to the wishes of the consumers. Honda has initiated the LCA system, which identifies and sets targets for the required actions. The company develops energy efficient models, adheres by the 3Rs (in design) and noise reduction etc. Hondas corporate governance is a typical Japanese style bottom down structure, characterized by collective decision making and a collective sense of belonging among to the company that in turn reflects on the companys performance (Honda Ltd, 2010). Any companys corporate governance does determine the direction that it assumes, which ultimately reflects on its financial performance. Nissans corporate philosophy, governance as well CSR activities are not different from Hondas. It seeks to bring enrichment of the peoples lives and the environment in which they operate. It has made CSR an important part of its corporate management policies. It has devised its green purchasing guidelines, coupled with Nissan-Renault Suppliers Guidelines, which ensure that the companys entire supply chain is green and serves the purposes of the policies set by its top management. Through its charitable arm, Chryslers management makes annual donations to needy communities, projects and causes (Chrysler, 2010). In 2009, the company advanced upwards of $100000 to Good Harvest geared at combating hunger. The companys CSR initiatives are not as extensive as both Nissan and Hondas partly because the company caters for the luxury market segments that are in the main concerned about the quality and luxury as against a companys CSR etc. CONCLUSIONS Honda is largely touted by observers and varied literatures in strategic management. Its strategies have largely been used either rightly or wrongly to back up a number of conceptual dichotomies, with contracting positions i.e. learning v. analytical planning, core capabilities v competencies etc. Most of these assumptions, and evidences have however, proven erroneous owing to empirical mistakes that result into the over emphasis of the companies strengths, while its mistakes go largely unnoticed. Further, strategies and explanations are expressed in form of reductionist, single-sided theories that largely fail to portray the actual strategic orientation of Honda. Hondas thrives on reconciling dichotomies. Thus many observers in the west have largely missed out in studying, learning from and understanding Honda. Rohlen (1974), it is evident that capabilities as well as competencies can possibly complement one another, forming into one theory. The latter does focus on the production expertise and technologies while the capabilities serving to improve the whole chain of value. Capabilities are far more visible and easily appreciated by the clients than are product competencies. Hondas ability to meet high targets and post tremendous growth rates is largely due to its tendency to set stretched targets, which brings into direct competition with the biggest players in the automotive industry. In order to compete, it uses its resource base to compete by either providing niche products or undercutting competitors on basis of cost advantages, attained through scale economies. This ability to leverage her resources offers the key to its success, as against the widely fabled Japanese management styles. This style is widely different from and more appealing that the western style corporate management is only suitable for the Japanese and Asian environments. There are aspects in both management styles that could beneficially be, and have largely been adopted by either side to the great advantage of the corporations, but not the complete management packages as they will be utter failures in the other ones environment (Schein, 1981). Finally, this report has demonstrated the importance of corporate governance, policy and CSR is important in the ever changing consumer tastes as well as preferences, and most importantly, increasing consumer awareness. RECOMMENDATIONS Increased spending and expansion of Hondas and other automotive companies in CSR, environmental protection and production of innovative environmentally friendly models should continue as the only way counter changing consumer needs as well as the changing times. The Western and Japanese styles of corporate management should be blended to suit both the practical and strategic objectives of each organization. Reconciliation of strategies is crucial for success and helps companies reap the benefits of divergent strategies, thus companies must seek common grounds between strategies rather than opting for only one.

On Bending the Rules

Sir, you always remind us of the strict implementation of the rules and regulations, the young lady protested. â€Å"l didn't let them in because they didn't show me the document stipulated in the guidelines. † moves, but in every rule, there is always an exception,† my friend told his staff. â€Å"Just let them in. I know them, anyway. † When my friend left, the young lady gave us a long inquisitive look before she led us to the room. I explained to her that we ran out of time in furnishing the said document so we ended up asking help from her immediate head, who happened to e my friend.She told us about the institution's firm adherence to its policies. â€Å"You are very lucky you know our head,† she remarked. I looked at her and told her that this scenario could happen anytime anywhere. â€Å"This kind of situation is rather inevitable. No matter how ideal we think we are, sometimes, we end up bending the rules,† I said beaming. â€Å"I don't thi nk so. You know, if I were the head, I would be very stern in carrying out the policies,† she said in an undaunted tone. I smiled at her. I was Impressed with her boldness. Yes, she can be a quintessence of an effective leader.Or do I hope she'll live by her principle and gradually Inspire other people to follow In her footsteps. Indeed, idealism is usually resembled by the so-called fervent and vibrant young people. However, when they are exposed to the â€Å"real world† where rules and regulations are succinctly stated and believed to be sternly Implemented, but easily twisted in Just a snap, they end up disappointed, crooked, or challenged. If they were challenged, would they be firm enough to execute what are really stipulated In the guidelines?Wouldn't they really be Influenced by the professed â€Å"In authorities†? If they were disappointed, would they give up, learn the tactics of stooping the policies, and eventually enjoy the benefits of such abhorred a ct? Perhaps, so goes the line, â€Å"as pliant as the bamboo. † Bending the rules, no matter how simple or complicated they are, Is Just one of our collects tons of Ills that should be given drastic consideration. The subtle ways by which we bend simple rules Impede us from attaining progress, so to speak. Who does not crouch any of the rules, navy? We all do.So let us start straightening our stooped mentality and eventually making our society free from filthiness and pungency. More often than not, we say It's easier said than done. We can If we are willing to, nonetheless. By memo miss, but in every rule, there is always an exception,† my friend told his staff. â€Å"Just be my friend. She told us about the institution's firm adherence to its policies. Muff â€Å"l don't think so. You know, if I were the head, I would be very stern in carrying out I smiled at her. I was impressed with her boldness. Yes, she can be a quintessence of an effective leader.Or do I hope sh e'll live by her principle and gradually inspire there people to follow in her footsteps. Regulations are succinctly stated and believed to be sternly implemented, but easily stipulated in the guidelines? Wouldn't they really be influenced by the professed â€Å"in complicated they are, is Just one of our society tons of ills that should be given drastic consideration. The subtle ways by which we bend simple rules impede us from attaining progress, so to speak. Who does not crouch any of the rules, anyway;ay? More often than not, we say it's easier said than done. We can if we are willing to,