Jim Crow and Black Migration Essay Example | Topics and Well Written Essays - 250 words

Jim Crow and Black Migration - Essay Example The uproar, mostly in south, was a clear indication of racial inequality for African-Americans. The invitation laid a foundation stone for the complete acceptance and integration of blacks in American life. Washington eating dinner with Roosevelt and his family at one table conveyed a clear message of social equality both to southerners and African-Americans. At the time when America was not ready to confront such issues, Roosevelt’s decision helped to further the cause of African-American communities. Washington was struggling for racial harmony and the President strongly encouraged him through dinner invitation at the White House. Despite racist personal attacks from several politicians in response to the invitation, President’s effective governance enabled him to further the cause of black equality in America. Washington was already enjoying wide financial support in the black community and Northern whites. However, he required support among high political figures to the resistance in the South. President Roosevelt’s dinner with Washington helped remarkably to improve the working relationship between the races.

Employment Law Essay Example | Topics and Well Written Essays - 3000 words - 7

Employment Law - Essay Example 38). The Agency Workers Regulations 2010 is founded on the principle of equal treatment to agency workers, in comparison to employees. The entitlement to equal treatment is restricted to fundamental employment and working conditions, like rest breaks and pay and not to protection from unfair dismissal and other such statutory rights (Agency Worker Regulations 2010 – a missed opportunity?, 2010). In order to advice Erica, the Human Resource Director of the Cranford Computers Ltd, with regard to Shirley; the major issue to be considered is whether Shirley’s frequent absence from work, on health grounds, is permitted by the employment legislation. It is also to be examined, whether the Cranford Computers Ltd, is in breach of the provisions of the Health and Safety at Work etc. Act 1974. As an employee of Cranford Computers Ltd, for 2 years, Shirley is entitled to rights under the Employment Rights Act 1996. The time off rights of the Employment Protection Act 1975 (Employment Protection Act , 1975) were incorporated in the Employment Rights Act 1996. Some of these grant employees paid time off, whilst others permit unpaid time off. Section 50(4) of the Employment Rights Act 1996, specifies that the duration of time off and related conditions to be reasonable (Employment Rights Act , 1996). In our problem, Julie, who was one of Shirley’s colleagues covering her absences, had protested at having to shoulder Shirley’s duties frequently. Julie had also demanded additional remuneration for this work, entailing additional costs for the employer. Whilst taking decisions in respect of Shirley’s absence, these factors have to be taken into consideration by Cranford Computers Ltd. With regard to Julie, there is no legal entitlement for working overtime. Furthermore, there is no specification regarding overtime pay and the only requirement is that the average pay should not be less than the National Minimum Wage. However, no worker

Lessons Form the Classroom Essay Example for Free

Lessons Form the Classroom Essay A. I think my main strength is that I like interacting with people. In my career thus far I have worked in multi-disciplinary teams, made daily presentations and managed teams so working with people is natural and comfortable for me. I’m friendly, inclusive and approachable. I think this is an asset that will carry me far as a teacher. I have experienced teachers who were intimidating and I found it detrimental to my learning. I want my students to feel comfortable to ask me anything, repeat anything, or explain anything. I think that as time progresses in the classroom I’ll be able to develop good relationships with the students where they feel safe and uninhibited. I am naturally and therefore normally well organised and prepared which I think is a key skill in ELT. At my university induction lecture the speaker said ‘fail to plan, and plan to fail’ which I think was valuable advice and which has stuck with me. Planning my lessons appropriately helps me to better understand what I’m teaching, embeds it in my mind so I’m more confident in delivering it and helps me to predict possible problems and their solutions. I think that as my confidence and skills grow I will be able to compose highly detailed lesson plans that will deliver my objectives. I am a creative person and like devising innovative approaches to problems. I like to challenge the standard to create new ways of doing things. The results have engaged and generated new perspectives. I hope this will translate well into the classroom where I can devise games and exercises that will appeal to the students and accelerate their learning. As my confidence, knowledge and skills develop I plan to combine my own methods into my teaching. My main weakness is my inability to express grammar rules and understand grammatical terminology such as ‘present continuous’. Although my primary school was strict with grammar, punctuation and spelling, we were not taught the labels of grammar terms beyond the basics of nouns, verbs, and adjectives. So whilst I can speak and write sentences that are clear and grammatically correct I am finding the terminology challenging. As an English language teacher this is obviously something that I need to remedy as soon as possible! I am studying several grammar reference books from the suggested reading list and using mind mapping to help me understand and learn the rules. I remind myself that I already know the grammar rules I just don’t know that I know them! I have never used an interactive white board (IWB) before and have historically been reluctant to embrace new technology so I have not made full use of it as yet. As the teachers have used the IWB extensively in classes I have seen how convenient and flexible it is. I am keen to address this challenge as I believe it will be enormously beneficial to me in the classroom and therefore improve and accelerate my learners’ experiences. I am going to take advantage of break times to practise using it to build my confidence and then set myself a deadline to incorporate it into a lesson. I am sure that after using it in a few lessons I will feel more composed and will easily integrate it into classes. I would like to improve my ability to communicate with the students in a more concise and succinct way. I have found that my instructions have been too complicated and lengthy and thus caused confusion. As well as cultivating this skill I’m going to try to integrate more gestures, demonstrations and pictures to resolve the issue. My research has produced a checklist for communication, (concise, concrete, clear, correct, coherent, complete), which I will use to test my instructions going forward. B. I have been impressed with the eliciting skills of the Celta teachers. In particular James Johnson has been demonstrating how to proficiently organise materials and structure questions to draw out desired responses. He is adept at posing questions that produce the target language or lexis. His seamless ability has demonstrated how effective this technique is in encouraging the students to think for themselves rather than simply giving them the answer, keeping them alert and assessing their language level as well as understanding of the concept being taught. In this way he truly engages with the students and thus his lessons are memorable. This is a very unnatural communication for me so to be able to smoothly incorporate this skill into my teaching would be a triumph for me. All of the teachers have a very calm, confident and charming disposition, which pervades the classroom. They are clearly highly skilled and experienced, which generates trust. I think these qualities are fundamental for effective learning. These qualities seem to be intrinsic to the instructors but I’m hoping that over time I will ripen or at least acquire the ability to convey a fraction of this demeanour. C. When I have completed my Celta training I will be just at the beginning of my career so continuing professional development will be paramount to consolidate what I’ve learned so far, keep my skills up to date, learn new and different techniques from other teachers and experts, and keep abreast of industry trends. I love learning and developing myself and regularly take classes, workshops and courses for fun and personal development as well as career development, so I am highly motivated to continue my ELT development. My research has made me aware of various online communities, which could be a great way to exchange ideas. I also intend to stay in touch with my peers on the course so we can continue to learn together, share experiences, ideas, problems and solutions.

Role of Human Resource Managers in Diversity Management

Role of Human Resource Managers in Diversity Management CHAPTER 1: INTRODUCTION This chapter presents the background of the research on â€Å"How can international human resources managers effectively manage diversity in multinational company?†- Case study Tesco. The company overview of Tesco in UK, background of the research, organisation background, rationale statement, research questions, and purpose of the research conducted the aim and objectives of the research identified by researcher. The structure of the dissertation is described at the end of the chapter. 1.1 Background of the Research 1.1.1 Managing Diversity Managing diversity means maximizing diversitys potential benefits such as greater cultural awareness and broader language skills, while minimizing the potential barriers such as prejudices and bias that can undermine the companys performance. Dessler (2008, p.61) referred to diversity as potentially a double-edged sword. Generally diversity refers to the variety or multiplicity of demographic features that characterize a companys workforce, in terms of race, sex, culture, national origin, age and religion. Many organisations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing link between how the human resource managers deal with diversity and its impact on the organisation is a diversity strategy that is executed using a planned approach to systemically manage diversity (Leopold Harris 2009). The increasing diversity and changing demographics of the UK workforce, the expansion of anti-discrimination legislation, legal rights for individuals with caring responsibilities and government policy commitment to the work-life balance have created new challenges for employers across employment sectors. This research explores some of the issues that arise for employers, managers and employees in the development and application of multinational organisational human resourcing policies which are intended to promote equality of treatment and recognize diversity in the workforce. The 2004 WERS survey (Kersley et al., 2006) found that 73 percent of workplaces had a final written equal opportunities policy or a policy on managing diversity compared to 64 percent in 1998. This figure increased to 98 percent in the public sector (97 percent in 1998) with the incidence of formal policy being higher in large workplaces which means that most employees work in establishments with a formal poli cy. This was evident in the 2007 CIPD annual recruitment and retention survey which revealed that only half of the 905 participating organisations had a formal diversity strategy although again the public sector is more proactive with 83 percent reporting a strategic approach to diversity (CIPD, 2007 a). Todays business and service organisations are meeting the challenge which demands systematic efforts, as many of them have come to realize. Whether the multi-cultural character of the organisation arises from its international workforce and its local operations in various countries, from the mixed backgrounds of a workforce in a single location, the organisation must address this diversity if it is to be successful. Groups of people see the world through their own set of assumptions, values, beliefs, customs, traditions and attitudes that are shared by an organisations members. Learn about their culture and how it shaped them, and aim to understand how other culture work that can be an effective global manager. 1.2 Organisation Background In this research, selected company will be Tesco Metro (Whitton, Branch) London outlet where different cultural people working. Tesco is one of the UKs major retail supermarkets. Tesco is an international retailer where there are working different countries and cross-cultural people. This research is a collection of how the Tesco Company has used diversity to support their business goals and valuable learning and what makes good diversity practice. Tesco is the fastest and largest growing retail chain in UK as well as international arena. Tesco started its journey in 1919 in the East End of London. As a result, Tesco came as a national store across the country in 1970. To beat others and to reach top Tesco brings more innovative idea and implemented those from 1992 to 2004 like slogan â€Å"every little help†, Tesco value, Club card, 24 hours service, Online service and so on (A history of Tesco: The rise of Britains biggest supermarket). Tesco is operating in the UK set its position as a market leader with over  £2 billion of profit with total 3728 stores around the world, where in the UK 2,306 stores and employing over 286,394 staff. It provides online services through its subsidiary, Tesco.com. The UK is the companys largest market where it operates under four banners of Extra, Superstore, Metro and Express. The company sells almost 40,000 food products, including clothing and other non-foods lines. The companys own-label products (50 percent of sales) are at three levels; value, normal and finest. As well as convenience produce many stores have gas stations, becoming one of Britains largest independent petrol retailers (Tesco Annual Report Review, 2009). According to market share Tescos positions in number one in UK and third position around the world. Tesco is the market leader with 30.40% (March, 09) of market share though its lost a bit of market share 0.5% in recent year due to credit crunch. Tesco market s hare is nearly two times higher than other retail shop like Asda (17.5%), Sainsbury (16.1%). (Retail Analysis) Tesco has a very friendly and supporting approach in the routine ways that staffs at Tesco behave towards each other, and towards those outside the company that can make up the ways people do things, where at great place to work. The control systems and measurements are constantly under the management review to monitor the efficiency of the staff and managers decisions. On-going meetings and communication at every level of the companys hierarchy represent a strong internal environment (Tescos Value and Strategy). Cultural web theory application (The cultural web theory is also an effective analysis for management in order to represent the underlying assumptions linked to political, symbolic and structural aspect of the company) is a useful tool in considering the cultural context for Tescos business (Tescos Value and Strategy). Culture generally tends to consist of layers of values, beliefs and taken for-granted actions and ways of doing business within and outside the company. Therefore, the concept of cultural web is the representation of these actions taken for granted for understanding how they connect and influence the strategy (Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also useful to understand and characterise both the companys culture and the subcultures in adaptation of future strategies. 1.3 Rationale statement Generally, a self assessment for international human resource managers is to evaluate and improve their global management skills. But it also creates a challenge for individual managers who must manage with working across geographic and cultural areas; understand how issues of managing diversity inform and influence human resource strategies and evaluate the respective responsibilities of international human resource managers for managing diversity policies and practices. The key concept of managing diversity accepts that different cultural workforce consists of a diverse population of people. The diversity management can recognize a wide range of individual differences and benefits to the employment relationship to individual needs which can lead to the organisational competitive advantage. This research explores the key principle of diversity in one of UKs leading super market named Tesco Metro (Whitton Branch) London. The researcher intends that how managers mange working with diversity people in workplace in Tesco, whereas equal opportunity focuses on different ethnic groups. 1.4 Research Questions As human resource manager in a multinational company needs to consider the following major issues: 1. How people manage a group of different culture people? 2. What is the communication within work? 3. How do the managers manage diversity and equal opportunity within the service? 4. How can the manager influence teams performance? 5. How can the manager help people learn and develop? 6. How can the manager help people to manage change? 7. How he is motivating people? 8. How can the manager handle equal opportunity? 9. What strategy managers should apply to get a good result from employees? How a human resource manager can handle all those areas and successfully the organisations mission with different countrys people. 1.5 Purpose of the Research 1.5.1 Research Aim The aim of the dissertation is to analyse the competitive advantage of the organization that are managing people as assets which are fundamental. And to examine diversity, equality and discrimination issues in a multinational company, in the particular way of human resource managers to manage work with different culture people. Tesco has been used as a case study in this dissertation. 1.5.2 Research Objectives 1) An international human resource managers needs to know the way of managing people in the organisation. An overview of what a manager needs to do in relations to managing people in a changing environment which will be include at diversity issues and international human resource management policies. 2) To observe a multicultural company from the perspectives of diverse social peoples. 3) For an organisation to succeed on a global scale, radical shifts in business procedures are required. To become a successful global manager is to develop a global outlook. 4) A global manager needs to know what point an organisation has reached in the globalization process, and where it wants to go. Understand the process and recognize the strategies that will give the organisation a global advantage. 5) Understanding people as individuals and recognizing their differences as well as drawing up some general principles for managing them like motivates them, job satisfaction, and job design. 6) Recruiting, and selecting the right people. This research will disclose some essential factors which help organisations to maintain their diversity effectively within the organisation and make a fair working environment of employees within the organisation. 1.6 Structure of the Dissertation The dissertation report has been structured into the following chapters. Chapter 1: This provides an introduction to the research, where justification of the research is presented and the purpose of the research is explained. Chapter 2: The second chapter is the literature review of this dissertation concerned about, the works of various authors who have discussed relevant existing theories and policy of diversity and the different interpretations of diversity management which is based on secondary data. Those relevant theories and policy will help to find out the appropriate analyse of the following research. Chapter 3: The third chapter will discuss the research methodology. Research method presents the research philosophy, approach and sampling, data collection procedures and shows the right direction to achieve an outcome. This chapter also explains the reasons behind the use of selected research method and the advantages by using the research approach. Chapter 4: This chapter contains the analysis and findings. This part of dissertation informed the research findings quantitatively with the help of constructed research model and research hypotheses. It also shows the data gathered in the company through interview and questionnaire of Tescos managers and employees, and analysis the data to provide a productive meaning of the research finding. Chapter 5: This chapter encloses the conclusion of the dissertation within the research questions and objectives, describe limitation of research and recommends opportunity for further research. CHAPTER 2: LITERATURE REVIEW 2.1 Introduction This chapter discusses the works of various authors and scholars who have highlighted theoretical exploration of the existing knowledge that is relevant to the diversity area. This chapter also focuses on similar and contrasting perspectives that researchers have used to approach this research areas. 2.2 What is Diversity Diversity means relating and working with people who hold different perspectives and views and bringing different qualities to the workplace. According to (Kandola Fullerton 1994, p.19) diversity consists of visible and non-visible differences which will include age, background, race, sex, disability, personality and lifestyle. The concept of diversity means respect and acceptance, means understanding each individual is unique and recognizing our individuals differences. It can be the aspects of race, age, gender, ethnicity, sex, disability, religious beliefs, and political views and so on. It is also exploration of these differences in a safe positive and development organizational environment. As the Wall Street Journal (2005) put about diversity, as companies do more and more business around the world, diversity is simple a matter of doing what is fair or good public relations which is a business imperative but diversity is supposed to enrich an organisations human capital, whereas equal opportunity focuses on various ethnic groups. Brewster (2002) defined that managing diversity tries to build specific skills and to create policies that derive the best from each employee and it is based on the assumption that diverse groups will create new ways of working together and have understanding in that group, profit and productivity will increase in the organisation. Where he found, diversity management is fast becoming a management approach that is being applied effectively within the organizations. 2.3 Benefits of Diversity Diversity needs to be seen as an integral part of the business plan, essential to successful products and increased sales. This is especially true in todays global marketplace, as organizations interact with different cultures and people. Kandola Fullerton (1998) identified the possible areas of diversity benefits, these are: a) Creativity increases when people with different ways of solving difficult problems work together towards a common solution and the more ideas can obtain from different people. b) Productivity increases when people are from all cultures pull together towards a single inspiring goal. Increased productivity is an obvious advantage of diversity in the workplace. c) Provide strong leadership they take strong stands on advocating the need for a diverse workforce and can handle effectively different cultural people. d) New attitudes are brought to the business by people from diverse cultures. In most other countries around the world time is for building relationships and an integral part of getting to know that are considering doing business with before starting a transaction. e) Provide diversity training and education are obviously needed in todays increasingly global market and diverse employees often have this ability. Every company needs specific knowledge or language skills where the international job seekers have the advantage. f) New processes when people are with different ideas come together and collaborate. In todays first moving world, employee must bring multiple skills to the working environment and adapt quickly to new situations. (Harris et al. 2003) International human resource manager can make organisations more successful and productive by managing diversity in the work place. Diversity brings real benefits to business environment where employing a diverse workforce enables it to use a wider range of skills and lead to creativity and innovation. 2.4 Human Resource (HR) Policies HR policies provide guidelines on how key aspects of people management should be handled. The aim is to ensure that any HR issues are dealt with the values of the organisation with certain principles. Armstrong (2009) defined the philosophies and values of the organisation on how people should be treated and all organisations have HR policies. HR policies can be expressed formally as overall statements of the values of the organisation or in specific areas. Kandola Fullerton (1994), these values are espoused by many organizations in one form or another. HR policy on managing diversity recognizes that there are differences among employees and properly managed where will enable work to be more effectively. 2.5 Managing Workforce Diversity Legislation and the high profile of equal opportunities in the UK has had both positive and negative effects on the way people view each other, (Barker, 2000). On the one hand, there is now widespread recognition that discrimination at work on the grounds of gender, race or ability alone is unjust, although the practice still continues. However, the grouping of minorities such as women or ethnic or disabled has produced responses. More recent thinking has moved towards ‘managing diversity-recognizing and valuing differences in people and their unique contributions to the workforce. Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This requires the company to develop employees that they are comfortable working with others from a variety of ethnic, racial and religious backgrounds. Noe et al. (2003) found that managing diversity may require changing the company culture. It includes the companys standards and how employees are treated, competitiveness, innovation and risk taking. Where management of diversity has been linked to innovation, improved productivity, lower employee turnover and other costs related to human resources, (Cox, 1993, p.24). Price (1997, p.265) noted that the management of diversity goes beyond equal opportunity instead of allowing a greater range of people the opportunity to ‘fit in the concept of diversity embodies the belief that people should be valued for their differences and variety. Diversity perceived to enrich an organisations human capital. Whereas equal opportunity focuses on various disadvantaged groups, the management of diversity is about individuals and model of resourcing aimed at finding flexible employees. According to Harvard Business Review, managing diversity does not mean controlling or containing diversity, it means enabling every member of workforce to perform to their potential and getting from employees; everything right to expect and if it is well then thing they have to give, (Thomas, 2001). The future success of any organisations relies on the ability to manage a diverse of capacity that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organisational asset if an organisation is able to make the most of diverse talents. Especially for multinational companies, who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be aware and may utilize a Think Global, Act Local approach in most circumstances, (Jackson, 2002). The goals of diversity training are eliminate values and managerial practices that restrain employees personal development and allow employees to contribute to organisational goals within the cultural background, (Jackson Associates, 1992). It is because of equal opportunity employment laws that companies have focused on ensuring equal access to jobs. With a population attempt towards high technology and knowledge-based economy; foreign ability are tempt to share their expertise in these areas. Thus human resource managers have to undergo cultural-based human resource management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. 2.6 Achieving Equality and diversity Approach The diversity approaches argue that diverse workgroups generate wealthier ideas and solutions than homogenous groups where benefits of diversity management include a greater concern for socially responsible behavior in organisations and more flexibility in organizational policies, (Wentling Palma-Rivas, 1998, p.237). Ross Schneider (1992, p.49) discussed the fundamental perspective from equality to diversity that employers will find competitive advantage in encouraging diversity at work. Equal opportunities should become internally driven not externally imposed and focused on individuals where the responsibility of all. Fredman (2001) observes that traditionally equality laws have been informed by neutrality, individualism and promotion of autonomy principles. These principles aim to ensure that people are treated in the same way and appear to be the most consideration in the UK anti-discrimination framework which is an approach to workplace equality based on achieving fairness. Walsh (2007) in her analysis of the 2004 Workplace Employment Relations Survey findings points out that womens representation in senior management in UK workplaces had only marginally improved by 2 percent between 1998 and 2004. So diversity is a concept which recognises the benefits to be gained from differences and equal opportunity has traditionally been a concept, which sought to legislate against discrimination. These two concepts have the following characteristics:. Those characteristics suggest that how organisations can move from where most are at present to a situation in which diversity enters the majority. 2.7 How the Diversity Concept has developed Changes in the social and economic landscape led to legislation covering equal pay, sex and racial discrimination in the 1970s, followed by disability laws in the 1990s, (Daniels Macdonald, 2005). More recently discrimination of sexual orientation and religion has been added by the law. By 1990s, it was being recognised that they had limited success in achieving their goals. At around the same time, researchers were also finding that culturally diverse teams were more creative than homogenous teams and contributed more effectively to meeting organisational goals. Three separate commissions have promoted equality and particular aspects of the legislation: the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. From October 2007, a new Equality and Human Rights Commission has been established to cover all equality issues as well as of human rights, from (CIPD, 2007). From the recent survey, unemployment is twice as high among people from ethnic minorities, although in UK relatively more Asian and Black African graduates than white graduates where only 12 percent of white men are in professional occupations. Statistical survey found that 41 percent of white women in employment work part-time but only 7 percent of white men and as opposed to 38 percent of Bangladeshi men, (http://www.cipd.co.uk/surveys). 2.8 Diversity Policy Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. The perspectives of diversity policy may lead to a variety of different consequences for decision-making teams in the organisation. 2.8.1 The Business Issues Equal opportunities are often seen as meaning treating everyone in exactly the same way. Kandola (2006) argued that the social justice and business issues for diversity are complementary because unless people are treated fairly at work they will therefore under-perform. But diversity takes equality forward and evidence indicates that organisations that are serious about diversity show better overall financial performance. Diversity policies also help organisations to create an environment in which people from all backgrounds can work together. 2.8.2 People Issues People are aspiring to work for employers with good employment practices and feel valued at work place. Dowling et al. (1999, p.262) states that to be competitive organisations need to derive the best contributions from everyone and need to create an inclusive workplace culture in which everyone feels valued. The HRM aspects are operating different countries as a way of illustrating the situation that may confront multinationals attempting to penetrate developing markets. 2.9 The Nature of Diversity in Decision-Making Teams Many organisations use the term diversity to refer only to demographic differences among employees, with gender, ethnicity and age being the dimensions of greatest concern. Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. Diversity may lead to a variety of different consequences for decision-making teams. 2.9.1 Gender Diversity Gender diversity in teams may indicate the extent to which team members form same gender relationships outside the team. Studies on social networks suggest that employees form relationships with each other based on their gender. In a study of male and female managers in an advertising firm, Ibarra (1995) found that men and women formed same gender networks that served both social and instrumental goals. 2.9.2 Ethnicity Diversity Social identity and organisational demography suggests that people are preferred to interact with members of their own identity group rather than with members of other groups. Where white males tend to perform in higher positions, (Chow Crawford, 2004) females and ethnic minorities tend to occupy more junior positions. Experiences of racism shared by women and members of different ethnic groups affect their attitudes and behaviours in the workplace. 2.9.3 Age Diversity People within age groups share common experiences, attitudes and values (Lawrence, 1988), a persons age can act as an indication that triggers social categorization processes and promotes communication among group members. Descriptions of workforce demographics usually emphasize the fact that the average age of the work force is increasing but the distribution of ages represented in the workforce is also changing. Following figure showing age distribution where non-white groups are younger: White groups have an older age structure where the mixed group had the youngest age structure 50 percent were under the aged of 16. The Bangladeshi, other Black and Pakistani groups also had young age structures of 38 percent were aged 16. This was almost double the proportion of the White British group, where 20 percent were under the age of 16. 2.10 Managing Diversity is Different from Affirmative Action Managing diversity focuses on maximizing the ability of all employees to contribute to organisational goals. Affirmative action focuses on specific groups because of historical discrimination, such as people of colour and women, (Kravitz Klineberg, 2000). Affirmative action emphasizes legal necessity and social responsibility where managing diversity emphasizes business necessity. So it is much more inclusive and acknowledges that diversity must work for everyone. Affirmative actions having the employer take actions in recruitment, hiring, promotions and compensation to eliminate the present effects of past discrimination. Affirmative action is still a significant workplace issue today. The incidence of major court-mandated affirmative action is down, but courts still use them. Furthermore, many employers must still engage in voluntary programs. For example, executive order 11246 (issued in 1965) requires federal contractors to take affirmative action to improve employment opportunities for groups such as women and racial minorities. EEO 11246 covers about 26 million workers about 22 percent of the US workforce, (Dessler 2008, p.63). 2.11 Organisational Context Managerial approaches to diversity will inevitably be informed by the specific organisational context. Attracting different types of people to an organisation will be determined by peoples perceptions of the industry in which the organisation operates. The image and reputation of the organisation as an employer will affect the types of people attracted to the organisation, (Markwick Fill, 1997). The maternity and children specialist retailer who came 18th in the 2008 Sunday Times 20 Best Big Companies to Work For list attribute their ranking to a number of factors to their employer brand. These include an emphasis on work-life balance, flexible working, better than average maternity pay and leave. These argue helps to attract and retain staff especially female employees, (Leopold Harris, 2009). If an organisation is able to employ a diverse workforce, the extent to which these individual differences are recognised in employment practices will be significantly affected by the size and structure of the organisation. 2.12 Diversity in Multinational Companies As more and more organisations become global and people of different cultures and ethnic backgrounds work together, the need for multicultural understanding becoming obvious to many organisation. Harris et al. (2003, p.25) referred that a multinational team would be much stronger in communication which is vital aspect in business. Most of the multinational company gives priority to work with diversity people as a result they are success in international market. Ansari Jackson (1995, p.12) described, multicultural teams led to more people from different culture and ethnic intermarrying. Globalisation and advances in communication and technology have reduced trade barriers and increased interaction among people. Companies and leaders who recognise the cultural diversity and find the right cultural mixture among the team can achieve comparative advantages. To understand how diversity is managed in multinational company, in that case need to understand the concept of corporate culture which describe the organisational diversity programs and how to minimize conflict between employees. 2.13 Why Culture Counts According to Mattock (1999) organisations have moved on from international to multinational to global. Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. As a manager need to successful interaction with others like sharing ideas, their needs and helping to improve performance, where need to consider cultural context. A diverse multi cultural work place enables a company to handle diverse projects. Erlenkamp (2007, p.7) found, in the last decades many scientist tried to define intercultural difference to enhance the communication between different cultures. ‘The most important studies were conducted by Geert Hofstede, Edward Hall and Fons Trompenaars, that shows the importance of multicultural workforce and HRM of many organisations do study these theories to implement it in their employee training. 2.14 Understanding Cross-Cultural Communication Language issues can develop into a source of conflict and inequality within culturally diverse organisations becomes more and more multicultural, (Ansari Jackson 1995). In the international business environment of today and tomorrow communication is a business necessity Role of Human Resource Managers in Diversity Management Role of Human Resource Managers in Diversity Management CHAPTER 1: INTRODUCTION This chapter presents the background of the research on â€Å"How can international human resources managers effectively manage diversity in multinational company?†- Case study Tesco. The company overview of Tesco in UK, background of the research, organisation background, rationale statement, research questions, and purpose of the research conducted the aim and objectives of the research identified by researcher. The structure of the dissertation is described at the end of the chapter. 1.1 Background of the Research 1.1.1 Managing Diversity Managing diversity means maximizing diversitys potential benefits such as greater cultural awareness and broader language skills, while minimizing the potential barriers such as prejudices and bias that can undermine the companys performance. Dessler (2008, p.61) referred to diversity as potentially a double-edged sword. Generally diversity refers to the variety or multiplicity of demographic features that characterize a companys workforce, in terms of race, sex, culture, national origin, age and religion. Many organisations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing link between how the human resource managers deal with diversity and its impact on the organisation is a diversity strategy that is executed using a planned approach to systemically manage diversity (Leopold Harris 2009). The increasing diversity and changing demographics of the UK workforce, the expansion of anti-discrimination legislation, legal rights for individuals with caring responsibilities and government policy commitment to the work-life balance have created new challenges for employers across employment sectors. This research explores some of the issues that arise for employers, managers and employees in the development and application of multinational organisational human resourcing policies which are intended to promote equality of treatment and recognize diversity in the workforce. The 2004 WERS survey (Kersley et al., 2006) found that 73 percent of workplaces had a final written equal opportunities policy or a policy on managing diversity compared to 64 percent in 1998. This figure increased to 98 percent in the public sector (97 percent in 1998) with the incidence of formal policy being higher in large workplaces which means that most employees work in establishments with a formal poli cy. This was evident in the 2007 CIPD annual recruitment and retention survey which revealed that only half of the 905 participating organisations had a formal diversity strategy although again the public sector is more proactive with 83 percent reporting a strategic approach to diversity (CIPD, 2007 a). Todays business and service organisations are meeting the challenge which demands systematic efforts, as many of them have come to realize. Whether the multi-cultural character of the organisation arises from its international workforce and its local operations in various countries, from the mixed backgrounds of a workforce in a single location, the organisation must address this diversity if it is to be successful. Groups of people see the world through their own set of assumptions, values, beliefs, customs, traditions and attitudes that are shared by an organisations members. Learn about their culture and how it shaped them, and aim to understand how other culture work that can be an effective global manager. 1.2 Organisation Background In this research, selected company will be Tesco Metro (Whitton, Branch) London outlet where different cultural people working. Tesco is one of the UKs major retail supermarkets. Tesco is an international retailer where there are working different countries and cross-cultural people. This research is a collection of how the Tesco Company has used diversity to support their business goals and valuable learning and what makes good diversity practice. Tesco is the fastest and largest growing retail chain in UK as well as international arena. Tesco started its journey in 1919 in the East End of London. As a result, Tesco came as a national store across the country in 1970. To beat others and to reach top Tesco brings more innovative idea and implemented those from 1992 to 2004 like slogan â€Å"every little help†, Tesco value, Club card, 24 hours service, Online service and so on (A history of Tesco: The rise of Britains biggest supermarket). Tesco is operating in the UK set its position as a market leader with over  £2 billion of profit with total 3728 stores around the world, where in the UK 2,306 stores and employing over 286,394 staff. It provides online services through its subsidiary, Tesco.com. The UK is the companys largest market where it operates under four banners of Extra, Superstore, Metro and Express. The company sells almost 40,000 food products, including clothing and other non-foods lines. The companys own-label products (50 percent of sales) are at three levels; value, normal and finest. As well as convenience produce many stores have gas stations, becoming one of Britains largest independent petrol retailers (Tesco Annual Report Review, 2009). According to market share Tescos positions in number one in UK and third position around the world. Tesco is the market leader with 30.40% (March, 09) of market share though its lost a bit of market share 0.5% in recent year due to credit crunch. Tesco market s hare is nearly two times higher than other retail shop like Asda (17.5%), Sainsbury (16.1%). (Retail Analysis) Tesco has a very friendly and supporting approach in the routine ways that staffs at Tesco behave towards each other, and towards those outside the company that can make up the ways people do things, where at great place to work. The control systems and measurements are constantly under the management review to monitor the efficiency of the staff and managers decisions. On-going meetings and communication at every level of the companys hierarchy represent a strong internal environment (Tescos Value and Strategy). Cultural web theory application (The cultural web theory is also an effective analysis for management in order to represent the underlying assumptions linked to political, symbolic and structural aspect of the company) is a useful tool in considering the cultural context for Tescos business (Tescos Value and Strategy). Culture generally tends to consist of layers of values, beliefs and taken for-granted actions and ways of doing business within and outside the company. Therefore, the concept of cultural web is the representation of these actions taken for granted for understanding how they connect and influence the strategy (Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also useful to understand and characterise both the companys culture and the subcultures in adaptation of future strategies. 1.3 Rationale statement Generally, a self assessment for international human resource managers is to evaluate and improve their global management skills. But it also creates a challenge for individual managers who must manage with working across geographic and cultural areas; understand how issues of managing diversity inform and influence human resource strategies and evaluate the respective responsibilities of international human resource managers for managing diversity policies and practices. The key concept of managing diversity accepts that different cultural workforce consists of a diverse population of people. The diversity management can recognize a wide range of individual differences and benefits to the employment relationship to individual needs which can lead to the organisational competitive advantage. This research explores the key principle of diversity in one of UKs leading super market named Tesco Metro (Whitton Branch) London. The researcher intends that how managers mange working with diversity people in workplace in Tesco, whereas equal opportunity focuses on different ethnic groups. 1.4 Research Questions As human resource manager in a multinational company needs to consider the following major issues: 1. How people manage a group of different culture people? 2. What is the communication within work? 3. How do the managers manage diversity and equal opportunity within the service? 4. How can the manager influence teams performance? 5. How can the manager help people learn and develop? 6. How can the manager help people to manage change? 7. How he is motivating people? 8. How can the manager handle equal opportunity? 9. What strategy managers should apply to get a good result from employees? How a human resource manager can handle all those areas and successfully the organisations mission with different countrys people. 1.5 Purpose of the Research 1.5.1 Research Aim The aim of the dissertation is to analyse the competitive advantage of the organization that are managing people as assets which are fundamental. And to examine diversity, equality and discrimination issues in a multinational company, in the particular way of human resource managers to manage work with different culture people. Tesco has been used as a case study in this dissertation. 1.5.2 Research Objectives 1) An international human resource managers needs to know the way of managing people in the organisation. An overview of what a manager needs to do in relations to managing people in a changing environment which will be include at diversity issues and international human resource management policies. 2) To observe a multicultural company from the perspectives of diverse social peoples. 3) For an organisation to succeed on a global scale, radical shifts in business procedures are required. To become a successful global manager is to develop a global outlook. 4) A global manager needs to know what point an organisation has reached in the globalization process, and where it wants to go. Understand the process and recognize the strategies that will give the organisation a global advantage. 5) Understanding people as individuals and recognizing their differences as well as drawing up some general principles for managing them like motivates them, job satisfaction, and job design. 6) Recruiting, and selecting the right people. This research will disclose some essential factors which help organisations to maintain their diversity effectively within the organisation and make a fair working environment of employees within the organisation. 1.6 Structure of the Dissertation The dissertation report has been structured into the following chapters. Chapter 1: This provides an introduction to the research, where justification of the research is presented and the purpose of the research is explained. Chapter 2: The second chapter is the literature review of this dissertation concerned about, the works of various authors who have discussed relevant existing theories and policy of diversity and the different interpretations of diversity management which is based on secondary data. Those relevant theories and policy will help to find out the appropriate analyse of the following research. Chapter 3: The third chapter will discuss the research methodology. Research method presents the research philosophy, approach and sampling, data collection procedures and shows the right direction to achieve an outcome. This chapter also explains the reasons behind the use of selected research method and the advantages by using the research approach. Chapter 4: This chapter contains the analysis and findings. This part of dissertation informed the research findings quantitatively with the help of constructed research model and research hypotheses. It also shows the data gathered in the company through interview and questionnaire of Tescos managers and employees, and analysis the data to provide a productive meaning of the research finding. Chapter 5: This chapter encloses the conclusion of the dissertation within the research questions and objectives, describe limitation of research and recommends opportunity for further research. CHAPTER 2: LITERATURE REVIEW 2.1 Introduction This chapter discusses the works of various authors and scholars who have highlighted theoretical exploration of the existing knowledge that is relevant to the diversity area. This chapter also focuses on similar and contrasting perspectives that researchers have used to approach this research areas. 2.2 What is Diversity Diversity means relating and working with people who hold different perspectives and views and bringing different qualities to the workplace. According to (Kandola Fullerton 1994, p.19) diversity consists of visible and non-visible differences which will include age, background, race, sex, disability, personality and lifestyle. The concept of diversity means respect and acceptance, means understanding each individual is unique and recognizing our individuals differences. It can be the aspects of race, age, gender, ethnicity, sex, disability, religious beliefs, and political views and so on. It is also exploration of these differences in a safe positive and development organizational environment. As the Wall Street Journal (2005) put about diversity, as companies do more and more business around the world, diversity is simple a matter of doing what is fair or good public relations which is a business imperative but diversity is supposed to enrich an organisations human capital, whereas equal opportunity focuses on various ethnic groups. Brewster (2002) defined that managing diversity tries to build specific skills and to create policies that derive the best from each employee and it is based on the assumption that diverse groups will create new ways of working together and have understanding in that group, profit and productivity will increase in the organisation. Where he found, diversity management is fast becoming a management approach that is being applied effectively within the organizations. 2.3 Benefits of Diversity Diversity needs to be seen as an integral part of the business plan, essential to successful products and increased sales. This is especially true in todays global marketplace, as organizations interact with different cultures and people. Kandola Fullerton (1998) identified the possible areas of diversity benefits, these are: a) Creativity increases when people with different ways of solving difficult problems work together towards a common solution and the more ideas can obtain from different people. b) Productivity increases when people are from all cultures pull together towards a single inspiring goal. Increased productivity is an obvious advantage of diversity in the workplace. c) Provide strong leadership they take strong stands on advocating the need for a diverse workforce and can handle effectively different cultural people. d) New attitudes are brought to the business by people from diverse cultures. In most other countries around the world time is for building relationships and an integral part of getting to know that are considering doing business with before starting a transaction. e) Provide diversity training and education are obviously needed in todays increasingly global market and diverse employees often have this ability. Every company needs specific knowledge or language skills where the international job seekers have the advantage. f) New processes when people are with different ideas come together and collaborate. In todays first moving world, employee must bring multiple skills to the working environment and adapt quickly to new situations. (Harris et al. 2003) International human resource manager can make organisations more successful and productive by managing diversity in the work place. Diversity brings real benefits to business environment where employing a diverse workforce enables it to use a wider range of skills and lead to creativity and innovation. 2.4 Human Resource (HR) Policies HR policies provide guidelines on how key aspects of people management should be handled. The aim is to ensure that any HR issues are dealt with the values of the organisation with certain principles. Armstrong (2009) defined the philosophies and values of the organisation on how people should be treated and all organisations have HR policies. HR policies can be expressed formally as overall statements of the values of the organisation or in specific areas. Kandola Fullerton (1994), these values are espoused by many organizations in one form or another. HR policy on managing diversity recognizes that there are differences among employees and properly managed where will enable work to be more effectively. 2.5 Managing Workforce Diversity Legislation and the high profile of equal opportunities in the UK has had both positive and negative effects on the way people view each other, (Barker, 2000). On the one hand, there is now widespread recognition that discrimination at work on the grounds of gender, race or ability alone is unjust, although the practice still continues. However, the grouping of minorities such as women or ethnic or disabled has produced responses. More recent thinking has moved towards ‘managing diversity-recognizing and valuing differences in people and their unique contributions to the workforce. Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This requires the company to develop employees that they are comfortable working with others from a variety of ethnic, racial and religious backgrounds. Noe et al. (2003) found that managing diversity may require changing the company culture. It includes the companys standards and how employees are treated, competitiveness, innovation and risk taking. Where management of diversity has been linked to innovation, improved productivity, lower employee turnover and other costs related to human resources, (Cox, 1993, p.24). Price (1997, p.265) noted that the management of diversity goes beyond equal opportunity instead of allowing a greater range of people the opportunity to ‘fit in the concept of diversity embodies the belief that people should be valued for their differences and variety. Diversity perceived to enrich an organisations human capital. Whereas equal opportunity focuses on various disadvantaged groups, the management of diversity is about individuals and model of resourcing aimed at finding flexible employees. According to Harvard Business Review, managing diversity does not mean controlling or containing diversity, it means enabling every member of workforce to perform to their potential and getting from employees; everything right to expect and if it is well then thing they have to give, (Thomas, 2001). The future success of any organisations relies on the ability to manage a diverse of capacity that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organisational asset if an organisation is able to make the most of diverse talents. Especially for multinational companies, who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be aware and may utilize a Think Global, Act Local approach in most circumstances, (Jackson, 2002). The goals of diversity training are eliminate values and managerial practices that restrain employees personal development and allow employees to contribute to organisational goals within the cultural background, (Jackson Associates, 1992). It is because of equal opportunity employment laws that companies have focused on ensuring equal access to jobs. With a population attempt towards high technology and knowledge-based economy; foreign ability are tempt to share their expertise in these areas. Thus human resource managers have to undergo cultural-based human resource management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. 2.6 Achieving Equality and diversity Approach The diversity approaches argue that diverse workgroups generate wealthier ideas and solutions than homogenous groups where benefits of diversity management include a greater concern for socially responsible behavior in organisations and more flexibility in organizational policies, (Wentling Palma-Rivas, 1998, p.237). Ross Schneider (1992, p.49) discussed the fundamental perspective from equality to diversity that employers will find competitive advantage in encouraging diversity at work. Equal opportunities should become internally driven not externally imposed and focused on individuals where the responsibility of all. Fredman (2001) observes that traditionally equality laws have been informed by neutrality, individualism and promotion of autonomy principles. These principles aim to ensure that people are treated in the same way and appear to be the most consideration in the UK anti-discrimination framework which is an approach to workplace equality based on achieving fairness. Walsh (2007) in her analysis of the 2004 Workplace Employment Relations Survey findings points out that womens representation in senior management in UK workplaces had only marginally improved by 2 percent between 1998 and 2004. So diversity is a concept which recognises the benefits to be gained from differences and equal opportunity has traditionally been a concept, which sought to legislate against discrimination. These two concepts have the following characteristics:. Those characteristics suggest that how organisations can move from where most are at present to a situation in which diversity enters the majority. 2.7 How the Diversity Concept has developed Changes in the social and economic landscape led to legislation covering equal pay, sex and racial discrimination in the 1970s, followed by disability laws in the 1990s, (Daniels Macdonald, 2005). More recently discrimination of sexual orientation and religion has been added by the law. By 1990s, it was being recognised that they had limited success in achieving their goals. At around the same time, researchers were also finding that culturally diverse teams were more creative than homogenous teams and contributed more effectively to meeting organisational goals. Three separate commissions have promoted equality and particular aspects of the legislation: the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. From October 2007, a new Equality and Human Rights Commission has been established to cover all equality issues as well as of human rights, from (CIPD, 2007). From the recent survey, unemployment is twice as high among people from ethnic minorities, although in UK relatively more Asian and Black African graduates than white graduates where only 12 percent of white men are in professional occupations. Statistical survey found that 41 percent of white women in employment work part-time but only 7 percent of white men and as opposed to 38 percent of Bangladeshi men, (http://www.cipd.co.uk/surveys). 2.8 Diversity Policy Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. The perspectives of diversity policy may lead to a variety of different consequences for decision-making teams in the organisation. 2.8.1 The Business Issues Equal opportunities are often seen as meaning treating everyone in exactly the same way. Kandola (2006) argued that the social justice and business issues for diversity are complementary because unless people are treated fairly at work they will therefore under-perform. But diversity takes equality forward and evidence indicates that organisations that are serious about diversity show better overall financial performance. Diversity policies also help organisations to create an environment in which people from all backgrounds can work together. 2.8.2 People Issues People are aspiring to work for employers with good employment practices and feel valued at work place. Dowling et al. (1999, p.262) states that to be competitive organisations need to derive the best contributions from everyone and need to create an inclusive workplace culture in which everyone feels valued. The HRM aspects are operating different countries as a way of illustrating the situation that may confront multinationals attempting to penetrate developing markets. 2.9 The Nature of Diversity in Decision-Making Teams Many organisations use the term diversity to refer only to demographic differences among employees, with gender, ethnicity and age being the dimensions of greatest concern. Changing workforce demographics and new organisational forms are increasing the diversity of work teams in general and decision-making teams in particular. Diversity may lead to a variety of different consequences for decision-making teams. 2.9.1 Gender Diversity Gender diversity in teams may indicate the extent to which team members form same gender relationships outside the team. Studies on social networks suggest that employees form relationships with each other based on their gender. In a study of male and female managers in an advertising firm, Ibarra (1995) found that men and women formed same gender networks that served both social and instrumental goals. 2.9.2 Ethnicity Diversity Social identity and organisational demography suggests that people are preferred to interact with members of their own identity group rather than with members of other groups. Where white males tend to perform in higher positions, (Chow Crawford, 2004) females and ethnic minorities tend to occupy more junior positions. Experiences of racism shared by women and members of different ethnic groups affect their attitudes and behaviours in the workplace. 2.9.3 Age Diversity People within age groups share common experiences, attitudes and values (Lawrence, 1988), a persons age can act as an indication that triggers social categorization processes and promotes communication among group members. Descriptions of workforce demographics usually emphasize the fact that the average age of the work force is increasing but the distribution of ages represented in the workforce is also changing. Following figure showing age distribution where non-white groups are younger: White groups have an older age structure where the mixed group had the youngest age structure 50 percent were under the aged of 16. The Bangladeshi, other Black and Pakistani groups also had young age structures of 38 percent were aged 16. This was almost double the proportion of the White British group, where 20 percent were under the age of 16. 2.10 Managing Diversity is Different from Affirmative Action Managing diversity focuses on maximizing the ability of all employees to contribute to organisational goals. Affirmative action focuses on specific groups because of historical discrimination, such as people of colour and women, (Kravitz Klineberg, 2000). Affirmative action emphasizes legal necessity and social responsibility where managing diversity emphasizes business necessity. So it is much more inclusive and acknowledges that diversity must work for everyone. Affirmative actions having the employer take actions in recruitment, hiring, promotions and compensation to eliminate the present effects of past discrimination. Affirmative action is still a significant workplace issue today. The incidence of major court-mandated affirmative action is down, but courts still use them. Furthermore, many employers must still engage in voluntary programs. For example, executive order 11246 (issued in 1965) requires federal contractors to take affirmative action to improve employment opportunities for groups such as women and racial minorities. EEO 11246 covers about 26 million workers about 22 percent of the US workforce, (Dessler 2008, p.63). 2.11 Organisational Context Managerial approaches to diversity will inevitably be informed by the specific organisational context. Attracting different types of people to an organisation will be determined by peoples perceptions of the industry in which the organisation operates. The image and reputation of the organisation as an employer will affect the types of people attracted to the organisation, (Markwick Fill, 1997). The maternity and children specialist retailer who came 18th in the 2008 Sunday Times 20 Best Big Companies to Work For list attribute their ranking to a number of factors to their employer brand. These include an emphasis on work-life balance, flexible working, better than average maternity pay and leave. These argue helps to attract and retain staff especially female employees, (Leopold Harris, 2009). If an organisation is able to employ a diverse workforce, the extent to which these individual differences are recognised in employment practices will be significantly affected by the size and structure of the organisation. 2.12 Diversity in Multinational Companies As more and more organisations become global and people of different cultures and ethnic backgrounds work together, the need for multicultural understanding becoming obvious to many organisation. Harris et al. (2003, p.25) referred that a multinational team would be much stronger in communication which is vital aspect in business. Most of the multinational company gives priority to work with diversity people as a result they are success in international market. Ansari Jackson (1995, p.12) described, multicultural teams led to more people from different culture and ethnic intermarrying. Globalisation and advances in communication and technology have reduced trade barriers and increased interaction among people. Companies and leaders who recognise the cultural diversity and find the right cultural mixture among the team can achieve comparative advantages. To understand how diversity is managed in multinational company, in that case need to understand the concept of corporate culture which describe the organisational diversity programs and how to minimize conflict between employees. 2.13 Why Culture Counts According to Mattock (1999) organisations have moved on from international to multinational to global. Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. As a manager need to successful interaction with others like sharing ideas, their needs and helping to improve performance, where need to consider cultural context. A diverse multi cultural work place enables a company to handle diverse projects. Erlenkamp (2007, p.7) found, in the last decades many scientist tried to define intercultural difference to enhance the communication between different cultures. ‘The most important studies were conducted by Geert Hofstede, Edward Hall and Fons Trompenaars, that shows the importance of multicultural workforce and HRM of many organisations do study these theories to implement it in their employee training. 2.14 Understanding Cross-Cultural Communication Language issues can develop into a source of conflict and inequality within culturally diverse organisations becomes more and more multicultural, (Ansari Jackson 1995). In the international business environment of today and tomorrow communication is a business necessity

Hydrogen Essays -- essays research papers

Hydrogen Hydrogen is a tasteless, odorless, colorless gas. Hydrogen is found in group 1 and period 1 on the periodic table. Hydrogen is classified as a nonmetal on the periodic table. The symbol for hydrogen is represented by an H, its atomic number is 1, and its atomic weight is 1.0079. The hydrogen atom consists of one proton, which has a positive charge, and one electron, which has a negative charge. The term hydrogen comes from two Greek words meaning water-former. Henry Cavendish, an English scientist, discovered it in 1766. Named by Lavoisier, hydrogen is the most abundant of all elements in the universe. The sun and many other stars consist of mostly hydrogen. It is the third most abundant element on earth. It is estimated that hydrogen makes up more than 90% of all the atoms or three quarters of the mass of the universe. Hydrogen plays an important part in powering the universe though both the proton-proton reaction and carbon-nitrogen cycle. Hydrogen occurs in almost all organic comp ounds. Many of the compounds found in plant and animal tissues are organic. Production of hydrogen in the U.S. alone now amounts to about 3 billion cubic feet per year. Some of the methods that hydrogen is prepared by are steam on heated carbon, decomposition of certain hydrocarbons with heat, action of sodium or potassium hydroxide on aluminum, or displacement from acids by certain metals. Hydrogen may be condensed to a liquid that boils at -257.87Â °C and freezes at -259.14Â °C. Hydrogen ... Hydrogen Essays -- essays research papers Hydrogen Hydrogen is a tasteless, odorless, colorless gas. Hydrogen is found in group 1 and period 1 on the periodic table. Hydrogen is classified as a nonmetal on the periodic table. The symbol for hydrogen is represented by an H, its atomic number is 1, and its atomic weight is 1.0079. The hydrogen atom consists of one proton, which has a positive charge, and one electron, which has a negative charge. The term hydrogen comes from two Greek words meaning water-former. Henry Cavendish, an English scientist, discovered it in 1766. Named by Lavoisier, hydrogen is the most abundant of all elements in the universe. The sun and many other stars consist of mostly hydrogen. It is the third most abundant element on earth. It is estimated that hydrogen makes up more than 90% of all the atoms or three quarters of the mass of the universe. Hydrogen plays an important part in powering the universe though both the proton-proton reaction and carbon-nitrogen cycle. Hydrogen occurs in almost all organic comp ounds. Many of the compounds found in plant and animal tissues are organic. Production of hydrogen in the U.S. alone now amounts to about 3 billion cubic feet per year. Some of the methods that hydrogen is prepared by are steam on heated carbon, decomposition of certain hydrocarbons with heat, action of sodium or potassium hydroxide on aluminum, or displacement from acids by certain metals. Hydrogen may be condensed to a liquid that boils at -257.87Â °C and freezes at -259.14Â °C. Hydrogen ...

Comparing The Lamb and The Tyger by William Blake Essay -- English Lit

Comparing The Lamb and The Tyger by William Blake In this essay I am going to analyse, compare and contrast two poems by William Blake. They are called 'The Lamb' and 'The Tyger'. I will be looking at how Blake uses imagery, structure and form to create effects and how the environment that Blake lived in affected the way he wrote his poems. In the late 18th century, the world was changing and developing into a new world quite fast. Blake was born in London, the third of five children. Because of the relatively lower middle class status of his fathers line of work, Blake was raised in a state of not quite poverty, but he saw what life could really be like if he was down on his luck, and this he would experience for the rest of his life. When he was nineteen the American Revolution happened and this caused great social unrest in the high and wealthy classes. Then, when he was 32, the French Revolution occurred which signalled the end of the monarchy and aristocracy in France. This, not surprisingly, caused the same area of society in Britain to fear that the same would happen in their back yard. Blake was still writing at the start of the Industrial Revolution, this time became the primary phase in which heavy machinery was used in factories and mines. This created a feeling of great political upheaval and paranoia, shown by the appearance of the Luddites. All these events affected the way Blake wrote, in the way that he spoke about how the power of God can influence us, the world being a beautiful place, but man not being in harmony with it all. Where he lived was an awful place, he lived next to a graveyard and a workhouse. People died in the street and he witnessed it all, but he was stil... ...bles as the one that preceded it. "By the stream & and o'er mead" the missing 'v' in over reduces the amount of syllables from two to one. This is so that the rhyming pattern will be even (6,6,7,7,7,7,7,7,6,6) instead of (6,6,7,8,7,7,7,7,6,6), also most of the rhymes in this poem are visual as well as oral this emphasizes the poems rhymes and thus allowing the message to get through clearer. The language used in 'the Tyger' is, in places, very similar to that of 'the lamb'. It uses alliteration in the phrase, "burning bright" to emphasize how striking the colour of this animals coat is. It also uses the old forms of address and it too has visual rhymes as well as oral ones. But what it has that 'the lamb' doesn't is, it repeats words one after the other in the phrase "Tyger, Tyger", this is used the same way alliteration is to stress the metaphor.

Isolation in Wuthering Heights

Wuthering Heights, by Emily Bronte, is set in the detached Yorkshire moors during the early nineteenth century and depicts the lives of two contrasting families. Because Wuthering Heights was written during the Romanticism movement, many characteristics of the movement are reflected by the novel. The characters' reasons for becoming isolated are universal and can be connected to situations found in modern music. Bronte reveals universal aspects of the human condition by highlighting the manner in which the characters become isolated- either by their own choice or unintentionally.Catherine has made herself ill by refusing food and drink for days. Believing she is on the verge of death, Catherine becomes hysterical and remembers her childhood with Heathcliff. During this episode, Catherine reveals her true feelings about her marriage to Edgar and her longing to be a child again. â€Å"I had been wrenched from the Heights, and every early association†¦ at that time, had been conve rted at a stroke into Mrs. Linton†¦ : an exile, an outcast† (pg. 118). Catherine has unintentionally isolated herself from where she belongs and is miserable in the high-society culture of Thrushcross Grange.Although Catherine believed raising her social status and obtaining material objects would make her happy, it is not the case. Catherine does not fit in with the mannered and refined society at the Grange and realizes she truly belongs with Heathcliff. Catherine longs to be a child again because she had freedom in nature with Heathcliff, her true love. A similar situation occurs in A Billion Ernies' â€Å"Hermit Crab†. In this song, the anonymous speaker feels tortured and alone although they have all the material objects one could wish for. This is torture at its finest state/ My blankets are warm and there's too much on my plate/ †¦ but I think I'll sleep under the stars tonight/†¦ I feel content†¦ lying on a rock, sleeping in a tent/†¦ I' ve got everything I need right here/ I thought I had it all† (A Billion Ernies). Warm blankets, a plate of food and a glowing fireplace do not satisfy the speaker. The speaker feels isolated in her/his current situation and longs to be free. Having freedom in nature fulfills the speaker more than having materialistic wealth. The speaker in â€Å"Hermit Crab† and Catherine were isolated in their situations although they had material riches.Both realize where they truly fit in, where they could be free from isolation, and no longer believe material objects and riches lead to happiness Catherine Linton has recently given birth to a child and passed away. Shortly thereafter, Isabella unexpectedly arrives at the Grange flustered and upset. Isabella tells Nelly of a violent fight between Hindley and Heathcliff, which has caused her to run away. These evens cause Edgar Linton much grief and he to chooses to isolate himself from society. â€Å"He refrained from going anywhere where he was likely to see or hear of Heathcliff.Grief, and that together, transformed him into a complete hermit† (pg. 173). Edgar Linton experiences intense grief as a result of the death of Catherine Linton and the fleeing of Isabella and isolated himself at the Grange. These events cause Edgar to question where he belongs and his purpose in the world, which he contemplates while isolated. Similarly in â€Å"What Hurts the Most†, by Rascal Flats, the anonymous speaker is lamenting the loss of a loved one. The speaker's loved one passes away before he has a chance to say everything he wants to her, which is what hurts him the most. It's hard to deal with the pain of loosin' you everywhere I go†¦ / It's hard to force that smile when I see our old friends and I'm alone/ Still harder gettin' up, gettin' dressed† (Rascal Flats). The speaker finds it difficult to live without his loved one and see the friends of his loved one. Simply getting up in the morning is difficult for the speaker because he is now questioning the world. After the death of a significant person, facing society is difficult and sorrow causes isolation and confusion. Many of the universal, everlasting truths of the Romantic movement are still present in prose today.Even in today's society, people feel isolated when they do not belong in a place, no matter what the reasons. Worldly objects do not bring happiness and only a sense of belonging brings freedom from isolation and peace of mind. Also, even in modern times, the loss of someone close causes mixed emotions about life and a person's sense of belonging. The death of a loved one continues to cause such intense lamentation that a person may choose to isolate himself/herself from society. The human condition is timeless.