How to Communicate Bad News Effectively Essay

Communication is the activity of conveying information through the exchange of thoughts, messages, or information, as by speech, visuals, signals, writing, or behavior. Communication requires a sender, a message, and a recipient, although the receiver need not be present or aware of the sender’s intent to communicate at the time of communication; thus communication can occur across vast distances in time and space. Communication requires that the communicating parties share an area of communicative commonality. The communication process is complete once the receiver has understood the message of the sender. Feedback is critical to effective communication between participants. A business can flourish when all objectives of the organization are achieved effectively. For efficiency in an organization, all the people of the organization must be able to convey their message properly. Business communication is the process of establishing a common understanding between or among people within a business environment. Business communication is any communication used to build partnerships, intellectual resources, to promote an idea, a product, and service, with the objective of creating value for your business. Business communication involves constant flow of information. Business communication here plays a very important role in process of directing and controlling the people in the organization. There should be effective communication between superiors and subordinators in an organization, between organization and society at large it is essential for success and growth of an organization. Communication gaps should not occur in any organization. Business communication is goal oriented. The rules, regulations and policies of a company have to be communicated to people  within and outside the organization. Business communication is regulated by certain rules and norms . Effective communication helps in building goodwill of an organization. Importance of business communication to managers Business managers should be able to communicate in number style. -Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to mark. -Communication is a source of information to the organizational members for decision-making process as it helps in identifying and assessing alternative course of actions. -Communication also plays a crucial role in altering individuals attitudes, i.e. a well-informed individual will have better attitude than a less –informed individual. -Communication also helps in socializing: in today’s life the only presence of another individual fosters communication. The flow of communication in an organization The flow of communication in an organization can be in the form of : Downward Communication – flow of information from higher level in an organization to a lower level in an organization. In other words, communication from a superior to subordinates in a chain of command is a downward communication. This communication flow is used by the managers to transmit work related information to the employees at lower levels. Employees require this information for performing their jobs and for meeting the expectations of their managers. Downward communication is used by managers for providing feedback on employees’ performance, giving job instructions, Communicating the organizations mission and vision to the employees. Upward Communication – flow of information from lower authority to higher authority. It provides feedback on how well the organization is functioning. The subordinates use upward communication to convey their problems and performances to their superiors. The subordinates also use upward communication to tell how well they have understood the downward communication. It can also be used by the employees to share their views and ideas and to participate in the decision making process. Upward  communication leads to a more committed and loyal workforce in an organization because the employees are given a chance to raise and speak dissatisfaction issues to the higher levels. The managers get to know about the employees feelings towards their jobs, peers, supervisors and organization in general. Managers can thus accordingly take actions for improved things. Horizontal Communication – flow of information among peers within the same work unit. This is the communication between peers, between managers at same levels or between any horizontal equivalent organizational members. Cross-Channel Communication – exchange of information among employees in different work units who are neither subordinates nor superior to one another. Negative /Bad message Bad message – â€Å"†¦situations where there is either a feeling of no hope, a threat to a person’s mental or physical well-being, a risk of upsetting an established lifestyle, or where a message is given which conveys to an individual fewer choices in his or her life.† Both of the downward and cross channel communication can be related to the concept of relating bad message to an employee. It can be said that how you communicate that bad message will have a significant impact on your organization and its reputation. Bad message can be in any form, it can be i.Termination of appointment ii.Laying off employees iii.Failure in an interview iv.Dealing with bad performance v.Communicating a bad financial situation vi.Rejection of a proposal, among others Communicating bad message is the most difficult information to convey. To those it affects though, it is the most important communication of all. Delivering bad news can be the worst part of the job for any manager. That’s not because the truth, on its face, is difficult to convey. It’s the anxiety of the possibility of handling it poorly and knowing that doing so can worsen the impact on your employees, their productivity, and your whole  company. Any communication can be challenging even when the news being delivered is positive, but when delivered is negative is known as bad message. In business a letter, memo or email that conveys negative or unpleasant information- information that is likely to disappoint, upset, or even anger a reader. Bad messages include rejections (in response to job applications, promotion requests, and the like) negative evaluations, and announcements of policy changes that don’t benefit the reader. What constitutes bad message Bad message is a fact of life for all business professionals, from rejecting job applicants to downturn speaking invitations. Bad message means the reader or the person receiving the news will not be able to accomplish his/her goals. Bad message directly can often be very damaging and unnecessarily hurtful. Goals of communicating bad message Goals are clearly needed a lot to accomplish in one message. These are some of the goals you can develop negative/bad messages that reduce the stress for everyone involved and improve the effectiveness of your communication efforts. There are two goals in communicating bad news we have the primary and secondary goal. Primary goals i. Make the receiver understand the bad news. ii. Help the receiver accept the bad news. iii. Maintain a positive image of you and your organization. Secondary goals i. Reduce bad feelings ii. Convey fairness iii. Eliminate future correspondence iv. Avoid creating legal liability or responsibility for you or your organization. v. Choose appropriate tone and organization Using the 3 writing process Step 1: Plan Your Message When planning your message, you can’t avoid the fact that your audience does not want to hear what you have to say. To minimize the damage to business relationships and to encourage the acceptance of your message, analyze the situation carefully to better understand the context in which the recipient will process your message. Be sure to consider your purpose thoroughly whether it’s straightforward or of more complicated (such as creating a negative performance review, in which you not only give the employee feedback on past performance but also help the person develop a plan to improve future performance.) Similarly, your receiver profile can be simple and obvious in some situations and far more complex in others (such as telling a business partner that you’ve decided to terminate the partnership.) With a clear purpose and your audience’s needs in mind, identify and gather the information your audience will need in order to understand and accept your message. Bad messages can be intensely personal to the recipient, and in many cases recipients have a right to expect a thorough explanation of your answer. Selecting the right medium is critical when delivering bad messages. For example, you might badly damage a business relationship if you use voice mail to reject a long-time employee’s request for a promotion. Since the employee would surely have some important questions to ask, and you would certainly want to soothe hurt feelings, a face-to-face meeting would be the best choice for this situation. Step 2: Write Your Message When conveying a bad message to your colleague, every aspect of effective, diplomatic writing is amplified; after all, the audience does not want to hear a bafd message and might disagree strongly with you. Be sure to maintain the you-attitude, and strive for polite language that emphasizes the positive whenever appropriate. If your credibility hasn’t already been established with an audience, lay out your qualifications for making the decision in question. Recipients of bad messages who don’t think you are credible are more likely to challenge your decision. That’s why, for example, messages related to late payments are often signed by a higher executive. And as always, projecting and protecting your company’s image is a prime concern. If you’re not careful, a negative answer could spin out of control into negative feelings about your company. When you use language that conveys respect and avoids an accusing tone, you protect your audience’s pride. In addition, you can ease the sense of disappointment by using positive words rather than negative ones. Chances are you’ll spend more time on word, sentence, and paragraph choices for negative/bad messages than for any other type of business writing. People who receive bad message often look for subtle shares of meaning, seeking flaws in your reasoning or other ways to challenge the decision. By writing clearly and sensitively, you can take some of the sting out of the bad message and sensitively, you can take some of the sting out of bad news and help your reader to accept your decision and to move on. Step 3: Complete Your Message Your need for carefully pay attention to detail continues as you complete your message. Revise your content to make sure everything is clear, complete, and concise – bearing in mind that even small flaws are magnified as listeners react to your negative news. Produce clear, professional documents, and proofread carefully to eliminate mistakes. Finally, be especially sure that your negative messages are delivered promptly and successfully. Waiting for bad message is hard enough without wondering whether a message was lost. CHOOSING THE BEST APPROACH Conveying bad message to a colleague is never a pleasant task but breaking it at the wrong time or in the wrong way can be the worse, so it’s important  to know the best approaches to breaking bad news. When writing bad message, you will need to choose the direct or indirect approach; however, there are no clear guidelines to help you choose in every case. Ask yourself the following questions to guide your message: i. Will the bad news come as a shock? ii. Does the recipient prefer short messages that get right to the point? iii. How important is this news to the recipient? iv. Do you need to maintain a close working relationship with the recipient? v. Do you need to get the recipient’s attention? vi. What is your organization’s preferred style? vii. How much follow-up communication do you want? CHOOSING POSITIVE WORDS Examples of negative phrasings| Positive alternatives| Your request does not make any sense| Please clarify your request| Due to unforeseen circumstances: I won’t be able to attend your meeting| Because my flight has been delayed I will miss for your meeting.| Unfortunately we haven’t received your payment.| Your payment hasn’t arrived yet.| The enclosed signature is wrong| Please recheck the enclosed signature.| | | | APPROACHES TO DELIVERING BAD MESSAGE The direct approach and the indirect approach Effective bad news messages convey the negative information the receiver must receive with an eye toward keeping future business. Without even thinking about it, you’ve probably been using both the direct and indirect approaches to deliver bad news your entire life. When you come right out and tell somebody some bad news, you’re using a direct approach. When you try to soften the impact by easing your way into the conversation before delivering the bad news, you’re using an indirect approach. Chances are that you’ve already developed an instinctive feel for which approach to use in many situations. In conveying your message, you will need to make a similar choice whenever you deliver bad news; however, there are no clear guidelines to help you choose in every case. Most bad news messages will be better accepted by our listeners if we use the indirect approach. The care we take to soften the blow will result in effective messages that consider the readers’ feelings and keeping their business. The direct approach We use the direct message when the receiver i. Prefers bad news first ii. Is emotionally uninvolved iii. Will be unaffected by the bad news The Indirect Approach for bad Messages The indirect approach helps recipient prepare for the bad message by presenting the reasons for the bad message first. When done right, it doesn’t obscure bad message, delay it, or limits your responsibility. Rather, the indirect approach eases the blow and help recipient accept the situation. 1. Open with a buffer A buffer expresses your appreciation for being thought of, assures the reader of your attention to the request, compliments the recipient, or indicates your understanding of the recipient’s needs. A buffer must not insult the audience with insincere flattery or self-promoting blather. Because it sets the stage for the bad news to follow, it must be both sincere and relevant so that readers don’t feel they are being set up. The first step in using the indirect approach is to start with a buffer, a neutral, non-controversial statement that is closely related to the point of the message. A buffer establishes common ground with your listener; moreover, if you’re responding to a request, a buffer validates that request. Some critics believe that using a buffer is manipulative and unethical, even dishonest. However, buffers are unethical only if they’re insincere or deceptive. Showing consideration for the feelings of others is never dishonest. Here are several types of effective buffers you could use to tactfully open a bad message. viii. Appreciation (Thank you for applying for a change of duties). ix. Agreement (We both know how hard it is to make a profit in this industry). x. Cooperation xi. Understanding xii. Praise Here are some other things to avoid when using a buffer to open a bad message: xiii. Avoid saying â€Å"no.† xiv. Avoid using a know-it-all tone. xv. Avoid wordy and irrelevant phrases and sentences. xvi. Avoid apologizing. xvii. Avoid using a buffer that is too long 2. Provide Reasons: By giving your reasons effectively, you help maintain focus on the issues at hand and defuse the emotions that always accompany significantly bad news. As you lay out your reasons, guide your readers’ responses by starting with the most positive point’s first and moving forward to increasingly negative ones. Provide enough detail for the receiver to understand your reasons, but be concise; a long, roundabout explanation will just make your audience impatient. Your reasons need to convince your receiver that your decision is justified, fair, and logical. 3. Continue with a Clear Statement of the Bad News: First, de-emphasize the bad message: Minimize the space or time devoted to the bad news—without trivializing it or withholding any important information. Subordinate bad news in a complex or compound sentence (â€Å"My department is already shorthanded, so I’ll need all my staff for at least the next two months†) This construction pushes the bad news into the middle of the sentence, the point of least emphasis. Embed bad news in the middle of a paragraph or use parenthetical expression (â€Å"Our profits, which are down, are only part of the picture†). However, keep in mind that it’s possible to abuse de-emphasis. For instance,  if the primary point of your message is that profits are down, it would be inappropriate to marginalize that news by burying it in the middle of a sentence. Second, use a conditional (if or when) statement to imply that the audience could have received, or might someday receive, a favorable answer (â€Å"When you have more managerial experience, you are welcome to reapply†). Such a statement could motivate applicants to improve their qualifications. Third, emphasize what you can do or have done, rather than what you cannot do. (â€Å"The five positions currently open have been filled with people whose qualification match those uncovered in our research†). By focusing on the positive and implying the bad news, you make the impact less personal. When implying bad news, be sure your audience understands the entire message – including the bad news. Withholding negative information or overemphasizing positive information is unethical and unfair to your reader. If an implied message might lead to uncertainty, state your decision in direct terms. Just be sure to avoid overly blunt statements that are likely to cause pain and anger. TECHNIQUES FOR CUSHIONING THE BAD MESSAGE i. Position the bad news strategically, avoid the spotlight: Put the bad news in the middle of a paragraph halfway through the message ii. Use a long sentence: Don’t put the bad news in a short, simple sentence. iii. Place the bad message in a subordinate clause: Although we have no opening for an individual with your qualifications at this time, we are pleased that you thought of us when you started your job search. iv. Be clear but not overly graphic v. Imply the refusal vi. Suggest a compromise or an alternative vii. Consider using the passive voice: Passive-voice verbs focus attention on actions rather than on personalities. They are useful in being tactful. COMMUNICATING BAD MESSAGE EFFECTIVELY 5CS Once you have carefully choosing the approach you would use to communicate effectively using these techniques you should know that the objective of a bad message is to convey the bad news without bruising the reader’s feelings. 5Cs to communicate bad message effectively i. Cutbacks: Avoid statements that might involve the company in legal actions. One thing that won’t be appreciated right now is sugar coating. Don’t wrap the news in pretty paper or dance around it. Plainly specify who, what, where, and how. ii. Context: Explain the reasons for the problem don’t be out of context be on point and give reasons, do not deviate from the reason to please the listener. iii. Compassion: Try as much as possible not to blame anyone around the resulting condition. Respect and proactively acknowledge natural emotions. iv. Candor: Candor means the quality of being open and honest in expression. The truth may hurt, but any attempt to mislead is unforgiveable. v. Consistency: Conform yourself in conveying the news for the sake of accuracy and fairness. Everything communicates avoid saying one thing and doing another. ELEMENTS /TIP OF BAD MESSAGE OF COMMUNICATION i. Set the stage: When framing your delivery of the message, first try to get into their heads and think about what’s important to them. Think about how the news will impact the audience and also think about how it impacts you. Then relay that information. By revealing your personal feelings about the situation, you can build a rapport and practice empathy that can help to fend off the audience’s natural reactions which may be anger, resentment or any number of other feelings. ii. Be direct: Avoid talking too much and clouding the issues. It’s important to succinctly explain the situation and the steps that must be taken. Don’t try to sugar coat the message because you’ll likely end up confusing your audience. iii. Acknowledge the problem: When bad news has to be delivered despite the hard work and efforts of the team, it is imperative that you acknowledge and recognize their efforts and then carefully explain the decision along with the plan for turning things around. iv. Know what you want the audience to feel, think or do after they hear your news. Then, as you’re framing your delivery, be sure to communicate the facts, the steps that are being taken, and what you need them to do. v. Practice: As with just about anything, practice makes perfect. By rehearsing the conversation, you’ll become more comfortable and confident about what needs to be said. And, when you deliver the news with confidence, your audience is much more likely to not only respect you, but also be able to accept that the bad news is out there and you’re now doing everything you can to make things right. vi. Stay on topic: When having to deliver bad news, it’s very easy to take an off-ramp and become side-tracked as a way to avoid the inevitable. By doing this, you’re only making the task harder for yourself and more confusing for your audience. vii. Don’t let your audience steer the conversation: Bad news can make people emotional, particularly when it involves performance feedback or the need to terminate employment. Acknowledge the other person’s feelings, give them a minute (or 10) to collect themselves, and move forward with the conversation. Putting it off for another day doesn’t help anyone in the long run. viii. Provide alternatives: When it’s necessary to provide critical feedback, it’s necessary to also provide alternative actions as well as a timeline for completion. While you may have some concrete ideas for actions that need to be taken, you’ll be better served by following the next two steps before firming up your plan. ix. Ask for feedback: Ask your audience open-ended questions that are directly related to the issue at hand and do what you can to make the environment safe enough to allow the person or people to feel comfortable sharing their thoughts and ideas. x. Listen. : By not speaking and trying to fill in the gaps in the conversation, you are opening the door for the other person to provide feedback and to communicate what they really think. In addition, make sure you’re actively listening to what they have to say rather than thinking about how great it will be when the conversation is finally over. By listening, you’ll be much better able to work with the person or team to move beyond the bad message and begin the work that needs to be done to rectify the situation. DON’TS IN COMMUNICATING BAD MESSAGE i. Do not make promises about the future that may not hold true. ii. Do not overreact. iii. Do not try to protect others from bad news or yourself from sharing it. iv. Don’t make initial statement or announcement through emails. v. Don’t flout company policy if you want to share something you have been asked not to. vi. Don’t let the receiver hear the news outside. vii. Don’t communicate bad news through text messages. viii. Don’t hide behind company policy.

Case Study Child Development Project Essay

Abstract After an extended period watching and observing Adrian, the bystander is able to see where Adrian is developmentally. He is growing physically, mentally, and emotionally as a child his age, four years old, should be maturing according to many theorists. While he has not mastered all the required steps for his age group he is achieving more and more of them each day. The following case study will discuss where Adrian is excelling and where he still needs a little work. A Case Study about Child Development Adrian is almost four years old and lives with his parents and older sister in an apartment. His father is a financial advisor in a bank, allowing him to spend time with the family on the weekends, while his mother stays at home as a housewife. They have a lot of neighbors and no pets. Adrian loves trains, cars, dinosaurs, animals, juice, and being inside and outside of his house. His favorite movie is Cars. He does not like the word â€Å"No† and often ignores something when it doesn’t interest him. Adrian has fun, loving, goofy, energetic personality. Throughout this study, the observation of Adrian will take place at two places: his house, inside and out and his grandmother’s house. Physical Development Adrian developed normally through the prenatal, infancy, and toddler stages. He was born on August twenty eighth in 2010 by natural birth after a full term, normal pregnancy. At birth, he weighed eight pounds eleven ounces and measured twenty-two inches long, which according to the Center for Disease Control (2000), put him in the seventy-fifth percentile for weight and ninetieth percentile for length. As an infant Adrian’s mother, chose not to breast feed and instead gave him formula. As a toddler, Adrian hit all the  important milestones, according to his mother, included learning to walk which occurred around fifteen months. As Adrian progressed from a toddler to preschooler, he continued to progress as he should according to the normal growth and developmental process. At four years, he is forty-two inches tall and weights around forty-six pounds, keeping him in the same percentiles as birth, again according to the CDC (2000). Most of this growth occurred, as it should, during the toddler years. Even though Adrian just turned four he had accomplished many of the required gross and fine motor skills according Berger (Chapter 8), he can run, hop, jump, walk up and down stairs alone, dress and undress, use the bathroom on his own. I have witnessed Adrian running or jumping many times whether it be running to tackle someone for a hug or a warm welcome, jumping on the bed/couch usually when he gets excited about a movie or favorite cartoon, or when he is playing with his cousin who is just a few months older. Going up and down the stairs at his grandmother’s house, this is not a problem problem because Adrian gets plenty of practice due to must of the time he’s visiting his gradmother’s house. Using the bathroom is a big accomplishment for him, because it took him a long time and has only mastered it within the last few months. However, he still needs practice skipping and being comfortable using scissors. Adrian is right where he should be with his physical development. Cognitive Development Similarly to Adrian’s physical development his cognitive develop is also maturing at what theorist would say is a normal rate. Piaget and Vygotsky writes that upon reaching the age of four a child should be rapidly expanding his vocabulary, beginning to think intuitively but still thinking almost entirely on himself. He progressed through the building blocks of language beginning with babbling and moving through his first word around fifteen months and first sentence a little while later. While his mother does not know the exact time when he started babbling and spoke his first sentence, she does recall this never being a concerned about the development. Currently, he is speaking in full sentences that vary in lengths and purposes. He enjoys watching television shows about super heroes and if given the chance, he will spend large amounts of time, sometimes up to twenty minutes, telling his listener all about them. Adrian’s cognitive  development in the area of language has a lot to do with the fact he is inquisitive and seems to enjoy learning. According to many theories and developmental checklist a four year old should be able to count and should be drawn to letters and sounds. Adrian demonstrates an inclination to want to read and will often ask someone around him to read him his favorite book or play with the magnetic letters his mom bought him. Additionally, by playing games like Candy Land or Chutes and Ladders where he can count the required spaces indicating a beginning understanding of numbers. Another example a time when I noticed Adrian genuinely wanting to learn and wanting things to be perfect, he spent a few seconds growing more and more frustrated as he angrily smashed the top and bottom boxes together. Eventually, he got the two pieces together but not before tearing the corners of them. However, when someone stepped in and showed him how to correctly put the two pieces together he welcomed the advice and was then able to properly close the box. Like Vygotsky mentioned the mentor provide scaffolding, or temporary sensitive support, to help the developmental zone. After getting the box together, he started to think of ways to fix the box. He suggested taping it, and was excited when that idea was welcomed and put to use. This not only demonstrated intuitive thought but helped Adrian feel intelligent and begin to learn that it is perfectly fine and acceptable to ask for help when needed. Adrian is developing cognitively a little more everyday and seems to be on his way to accomplishing all the key milestones. His language skills are growing each day and he is learning to try new things on his own with the idea that he can always ask for help. Emotional/Social Development As with physical and cognitive development, observer is able to see that Adrian is attaining the social developmental milestones as he progresses to the preschool age. While Adrian hit all the important points through in infancy and toddlerhood. For example, he was always able to show a wide range of emotions, classified as a key achievement by Freud and Erikson. He was quick to show observers his happiness, sadness, confusion, or frightfulness. He also quickly established a secure attachment to his mother, another one of Ainsworth’s milestones. Adrian was child who needed and wanted to be with his mother and would cry or search for her as soon as  she left his sight. By achieving both of these Adrian was able to understand that he could trust people, which allowed him to make the transition from toddlerhood to the pre-school period successfully. As an energetic and, for the most part, easy going four year old, Adrian is accomplishing many of the expected landmarks yet needs more time to complete other. Observers can watch Adrian feeling safe and comfortable in areas other than those he is familiar too. Similarly, however, he can/will lose complete control of his temper and lash out violently to those around him. Other noticeable developments for Adrian are his ability to play with others, cooperatively and the idea that he is beginning to get a sense of gender. He enjoys playing games with his cousin who is just a few months older and they will play with cars or whatever suits their mood that day. He will also play board games, such as Candy Land or Chutes and Ladders, with the understanding that it is not always possible to win. Presently, he is fascinated with Wonder Woman and when asked why he likes her so much his response was because she is a girl and has boobs, as reported by Adrian’s mother. He is getting to the point also, where he understands that there are boys clothes and girls clothes, last year for example he enjoyed trying on the clothes his cousin received for Christmas. Yet this year, when his family went shopping and glanced through the area with all the children’s clothes he had no problem telling everyone which ones were for boys and which ones where not. Over all, Adrian is where he needs to be given he still has two years left in the preschool stage to improve and grow socially and emotionally developmental wise. Reflection This experience has taught me a lot about how preschoolers act and why they do the things they do. I truly enjoyed watching Adrian in a different, more professional light during the past few weeks. I cannot say I am thrilled with how I did everything throughout the project but for the most part, I am happy. By observing Adrian for specific characteristics in the areas of physical, cognitive, and emotional growth I was able to bring the lectures and information from class to life and am thrilled to be able to say I am leaving this class with the understanding of how a preschool-aged child operates. While I am happy about learning the Adrian is on target with his developments, I wish I could have observed him at different times and  places. Also, it would have been interesting to see how he reacted at different locations but that did not work like I had hoped it would have at the beginning, instead, I primarily just watched him inside his house: inside because it always seemed to be either too hot or rainy when I would visit. By completing this case study, I was able to accomplish a lot. I now have a much better idea of where a preschool-aged child is cognitively, emotionally, and physically and if that is the age. I really enjoyed being able to step out of my family role and see how Adrian is from a different, more professional standpoint.

An Evaluation of the reasons why a multinational enterprise undertakes FDI

While it is often argued that MNCs ship capital to where it is scarce, transfer technology and management expertise from one country to another, and promote the efficient allocation of resources in the global economy, it is important to note that inspite of this, the ultimate goal of the corporation is to increase profit and improve share value for its owners and shareholders (Barris and Cabra, 2002). It is believed that while FDI helps the country at the receiving end it also benefits the organisation because FDI by their nature has multiple benefits and can offer quick growth for any organisation if carefully undertaken. According to the International Monetary Fund (2002) FDI refers to an investment made to acquire lasting or long-term interest in enterprises operating outside of the economy of the investor. It plays an important role in global business especially in an everly increasingly competitive world marked by competition and globalisation. FDI can also provide a firm with new opportunities, distribution channels, markets and cheaper production capacities including, skills, technology and financing (IMF, 2002). In the work of Zarsky (2002) he points out that MNCs who invests in other countries often tend to benefit from lower costs and higher productive efficiency amongst several other benefits, therefore for firms seeking to achieve better performance, FDI is always undertaken as a strategic decision to achieve such objective. The aim of this paper is to discuss the importance of FDI to multinational organisations and evaluate some of the most important reasons why a MNC would undertake foreign direct investment abroad. The paper looks at the varying benefits of FDI and how it particularly benefits the firm undertaking such investment. Understanding FDI UNCTAD estimates that there are over 76,000 multinational corporations with affiliates and subsidiaries running to about 770,000 worldwide (UNCTAD, 2007). In 2005, FDI was estimated to have reached over $1.5 trillion with MNCs responsible for 12% of the world’s GDP while employing over 55 million people across the world (OECD, 2007). The OECD also estimates that 100 of the largest MNCs in the world account for over 15% of foreign assets with them accounting for 1/3 of global trade. In total over 70% of MNCs are based in advanced industrial countries with increasing stake in the developing world. The increasing surge of MNCs in emerging markets over the past decade especially attests to the fact they are increasingly undertaking FDI through market expansion to diversify their portfolios and increase their presence. Some of the few examples are: Vodaphone in India, Ford in Turkey, Microsoft in the UK and Coca cola in African countries. As is inherent in some of these examples, F DI can either take the form of merger, acquisition, the development of a new firm and or joint venture participation with existing firms (OECD, 2007). According to Thomsen (2000) FDI is important in so many ways for both the host country and the firm making the FDI because it holds various advantages in the long term for both. However, while its benefit for the firm is the focus of this paper, it is important to state that FDI can stimulate competition so long as there are proper policies in the host economy. Therefore FDI investment is not only important to the multinational firm but also the host economy for which it has so many spill over effects which is enjoyed in the long term. Generally, there is outward FDI and inward FDI. Outward FDI is the type of foreign direct investment which typically leaves a country while inward FDI is one which is received by a host country (Ekholm, 2004). MNCs participate in both forms of FDI and benefits from both at the same time through their activities. While outward FDI is generally not in favour of the host economy, it is said to benefit the MNC because it offers the opportunity for reinvest ment or as profits for the owners or shareholders. Inward FDI on the other hand benefits the host economy as it creates jobs and generates tax for the government while also benefiting the multinational company in several ways. Why MNCs undertake FDI In the old economics textbook, various reasons were adduced to the motive behind MNCs undertaking of FDI in other countries. One of the main explanations is that ‘Market disequilibrium and distortions’ give MNCs the impetus to undertake foreign investment (See e.g. Knickerbocker, 1973; p. 21). In a sense, it is believed that government imposed distortions as well as temporary disequilibria for example causes the need for firms to look outside their domestic market for opportunities in other countries (Ibid). Another explanation often put forward for MNCs motive for undertaking FDI is that market imperfection drives MNCs to look outward because imperfection in a market creates opportunities and economies of scale therefore it offers the MNC a perfect opportunity to increase its profits by investing its stake (See: Ekholm, 2004). While some of these explanations are still true to some extent as to why MNCs undertake FDI, the current and most important reasons indeed surpas es what is documented in the old textbooks of economics as explained earlier. Today, MNCs undertake foreign direct investment for various reasons and one of such is the increasing pressure wielded by competition through the forces of globalisation on the MNC making the rate of risk higher as to sustain long term operation in domestic markets (Nunnenkamp, 2002). Indeed through the modern process of globalisation, competition has taken a new dimension as forces outside a country can compete with a firm irrespective of its dominance in its local market, its brand awareness or strenghth, with the power of increasing competition therefore, survival today is about thinking ahead of the game, organisational thinking through innovation, collaboration, expansion and increased presence in other markets. This can be said to be one of the main impetus for MNCs motive for undertaking FDI abroad as such investment would enable the firm to achieve its objectives of improving profits and enhancing productivity theough cost cutting. Another motive behind MNCs undertaking of foreign direct investment is to diversify risks in their markets and portfolios. As noted by (Johnson, 2005) increasingly the macro business environment is becoming characterized with operational risks as the rate of unceratinty is increasing and markets are failing. The recent recession is an example of such risks existing in the external operating environment, since the recession which first started in 2007, several well known brands have collapsed while many are still suffering from the ruins of the recession. Indeed, many organisations operating in single markets and with limited product and market portfolios were exposed to market failures and increased risks in the last recession which consequently marked major decline in their share value and profit margin. Consequently, as a result of the threats associated with the risks of operating in one single market or product, MNCs are undetaking FDI abroad in other to diversify the risks in th eir primary market. Risk for a MNC can come in various faces. It could be operational risk, market risk, product risk, and several other. Undertaking FDI therefore offers the MNC the opportunity to mitigate such risks by diversifying into other markets or products through FDI. In the recent work of Davis (2009) he suggests that by undertaking foreign direct investment the MNC is able to lower production costs while also able to avoid trade restrictions. More so, the increasing labour cost and the cost of production in industrialised economies has given more impetus to MNCs to undertake FDI in a way that would allow them to lower production costs and enjoy cheaper labour costs (Barros and Cabral 2000). Ford motors is a typical example; Since the cost of production of Ford motors has increased in the UK, the company has decided to conduct its operations from other markets like Turkey for example where the cost of labour and production is relatively low. In addition to aiming to reduce labour and production costs, MNCs also undertake FDI to take up opportunity in profitable markets (Johnson, 2005) and this especially has to do with markets where there are better opportunities for the MNC to compete and make profit while at the same time increasing its brand v alue and identity (Ibid). Most of large oil and gas firms in the industrialised countries are typical examples of this development. Most big western oil firms such as Shell, Chevron, Mobil, BP, Texaco, etc have increased their presence in oil producing nations such as Russia, Angola, Brazil, Nigeria, Qatar, etc because the oil market in such countries require huge investment and infrastructure which they can undertake through FDI yet the market is such that there is little competition and therefore when they enter such markets they are able to use their market power and experience to increase their profit and become better at what they do. Shell like many other oil firms operating in the oil industry of many countries around the world have been able to avail itself of more opportunities in the general oil and gas market as well as other related industry through FDI than it can do in its primary and domestic markets. Similarly, the oil producing companies generally have been able to learn more about the intricacies of downstream and upstream operations as well as able to diversify into other related markets while at the same time able to contribute to the development of their host communities, although there are issues concerning corporate social responsibility and the environmental degradation caused by oil companies to their local communities, however the opportunistic and growth aspect of participating in other markets which FDI offers has been the main motive of MNCs. A similar development can be seen in other industries too, like the beverages industry for example where Coca cola is a prime example, Coca cola have been able to enter over 200 countries mainly to take advantage of the gaps and opportunities in those markets for the purpose of maximising its own profits while at the same time increasing its enhancing productivity and creating edge against its competition. The question to ask indeed is why MNCs are addicted to profit making and the taking up of opportunities everywhere there isIn response to such question: Kugler (2001) suggest that large firms over the past twenty years have been operating in a tougher and competitive world where their market power is challenged by small firms and the power of globalisation, it is this which gives them the motivation to invest abroad with the aim of challenging their competitors and taking to their advantage the benefit inherent in other markets to increase their profits and stay ahead of the game. Several MNCs also take opportunities abroad through FDI with the aim to vertically integrate their operations back and forward so as to sustain their operations and maintain healthy profits. It is at this juncture that the role of greed in their motive to undertake FDI can also be located. While little research exists in the literature on greed and why MNCs undertake FDI abroad, the 2007 global financial crisis has sparked academic debates about the role of greed in the operations and investment motives of MNCs abroad. In the work of Gultung (2009) for example looking at the case of some oil firms, financial institutions and industrialised apparel firms’, he talks about grievance, greed and opportunism in the way MNCs engage in FDI. The author explores the exploitation and the activities of many multinational corporations; How they exploit local firms, resources and labour in the foreign markets in which they operate. He cited the case of Shell in Nigeria and how the firm has over the year’s completely overtaken and forsaken local communities in which they exploit natural resources. As a consequence of such exploitation – Gultung suggests that many f armers have ceased operations while many fishermen are not able to feed their families and survive because their lands and firms have been taken over by oil activities and in many cases devastated and contaminated, yet Shell announce billions of dollars in its after profit tax every year. A similar example was cited of the apparel industry and the activities of company like Primark which has over the years undertaken foreign direct investment in India and many developing countries but to take advantage of labour and other local factors. Exploitation according to the author is defined as a â€Å"means through which one party gets much more out of a deal than the other-measured by the sum of internalities and externalities†. Sadly, most MNCs always get much more out the deals they strike than others. It is in this definition that it can be further argued that many MNCs as it is across many industries in the world mostly exploit other parties with whom they engage in FDI, theref ore it can be assumed that MNCs often undertake FDI in order to improve their profits with the motive to exploit others resources and take advantage of the opportunities in such markets. Finally, MNCs undertake FDI as a result of what Gorg and Strobl (2001) describe as the Product Life Cycle effect which occurs as a result of products reaching their maturity. For example a FDI takes place when product maturity hits and cost becomes an increasingly important consideration for the MNC. Conclusions This paper has explored the foreign investment activities of MNCs and the main reasons why they undertake FDI; it has presented various motives and factors underlying MNCs quest for investment abroad and as discussed above; one of such reasons is to increase profit, diversify risks and increase their competitiveness. The motive to undertake FDI to improve competitiveness has particularly become important for many MNCs given that in the current business environment, competition has become the order of the day and irrespective of size or location, small firms are able to compete in the same market with the multinationals. For the multinationals therefore, competitiveness has been the key and that includes aggressive expansion, constant innovation, acquisition and investing in markets abroad through various means. In view of the reasons mentioned in the paper, the reasons why MNCs undertake FDI can be said to be numerous and dependent on specific factors having to do with individual MNC s. For example some MNCs would make FDI decision to avail themselves of opportunities abroad, while other would take such decision to diversify risks, or vertically integrate their operations. References Barros. P.P. and L. Cabral (2000). Competing for Foreign Direct Investment., Review of International Economics, 8, 360-371. Ekholm, K. (2004). Multinational Enterprises and their Effect on Labour Markets, in Sodersten, B. (ed.), Globalization and the Welfare State, New York: Palgrave Macmillan. OECD (2007). Global Competition and the top ten investment destination, Paris: Organisation for Economic Cooperation and Development Gorg, H. and E. Strobl (2001) .Multinational Companies, Technology Spillovers, and Plant Survival: Evidence from Irish Manufacturing., EIJS Working Paper 131, Stockholm School of Economics. Glass, A. and Saggi, K. (2002). Multinational Firms and Technology Transfer, Scandinavian Journal of Economics, 104(3), 495-514. Galtung, J. (2009) Peace by peaceful means peace and conflict, development and civilisation. London, Sage publications International Monetary Fund (2002). FDI statistics. Johnson, A. (2005). Host Country Effects of Foreign Direct Investment: The Case of Developing and Transition Economies, Jonkoping, Singapore: Jonkoping International Business School Dissertation Series No. 031 Knickerbocker, F. T. (1973) Oligopolistic Reaction and Multinational Enterprise. Division of Research Graduate School of Business Administration, Harvard University: Cambridge, MA Nunnenkamp, P. (2002). Determinants of FDI in Developing Countries: Has Globalization Changed the Rules of the GameKiel, Germany: Kiel Institute for World Economics working paper No. 1122 Thomsen, S. (2000). Investment Patterns in a Longer-Term Perspective, OECD Working Paper on International Development, Number 2000/2 UNCTAD (2009). FDI statistics for multinational and Transnational’s, Geneva: United Nations Conference on Trade and Development Zarsky, L. (2002). Foreign Direct Investment: No Miracle Drug [online]. Ultimate Field Guide to the US Economy, Available: http://www.fguide.org/Bulletin/fdinodrug.htm An Evaluation of the reasons why a multinational enterprise undertakes FDI While it is often argued that MNCs ship capital to where it is scarce, transfer technology and management expertise from one country to another, and promote the efficient allocation of resources in the global economy, it is important to note that inspite of this, the ultimate goal of the corporation is to increase profit and improve share value for its owners and shareholders (Barris and Cabra, 2002). It is believed that while FDI helps the country at the receiving end it also benefits the organisation because FDI by their nature has multiple benefits and can offer quick growth for any organisation if carefully undertaken. According to the International Monetary Fund (2002) FDI refers to an investment made to acquire lasting or long-term interest in enterprises operating outside of the economy of the investor. It plays an important role in global business especially in an everly increasingly competitive world marked by competition and globalisation. FDI can also provide a firm with new opportunities, distribution channels, markets and cheaper production capacities including, skills, technology and financing (IMF, 2002). In the work of Zarsky (2002) he points out that MNCs who invests in other countries often tend to benefit from lower costs and higher productive efficiency amongst several other benefits, therefore for firms seeking to achieve better performance, FDI is always undertaken as a strategic decision to achieve such objective. The aim of this paper is to discuss the importance of FDI to multinational organisations and evaluate some of the most important reasons why a MNC would undertake foreign direct investment abroad. The paper looks at the varying benefits of FDI and how it particularly benefits the firm undertaking such investment. Understanding FDI UNCTAD estimates that there are over 76,000 multinational corporations with affiliates and subsidiaries running to about 770,000 worldwide (UNCTAD, 2007). In 2005, FDI was estimated to have reached over $1.5 trillion with MNCs responsible for 12% of the world’s GDP while employing over 55 million people across the world (OECD, 2007). The OECD also estimates that 100 of the largest MNCs in the world account for over 15% of foreign assets with them accounting for 1/3 of global trade. In total over 70% of MNCs are based in advanced industrial countries with increasing stake in the developing world. The increasing surge of MNCs in emerging markets over the past decade especially attests to the fact they are increasingly undertaking FDI through market expansion to diversify their portfolios and increase their presence. Some of the few examples are: Vodaphone in India, Ford in Turkey, Microsoft in the UK and Coca cola in African countries. As is inherent in some of these examples, F DI can either take the form of merger, acquisition, the development of a new firm and or joint venture participation with existing firms (OECD, 2007). According to Thomsen (2000) FDI is important in so many ways for both the host country and the firm making the FDI because it holds various advantages in the long term for both. However, while its benefit for the firm is the focus of this paper, it is important to state that FDI can stimulate competition so long as there are proper policies in the host economy. Therefore FDI investment is not only important to the multinational firm but also the host economy for which it has so many spill over effects which is enjoyed in the long term. Generally, there is outward FDI and inward FDI. Outward FDI is the type of foreign direct investment which typically leaves a country while inward FDI is one which is received by a host country (Ekholm, 2004). MNCs participate in both forms of FDI and benefits from both at the same time through their activities. While outward FDI is generally not in favour of the host economy, it is said to benefit the MNC because it offers the opportunity for reinvest ment or as profits for the owners or shareholders. Inward FDI on the other hand benefits the host economy as it creates jobs and generates tax for the government while also benefiting the multinational company in several ways. Why MNCs undertake FDI In the old economics textbook, various reasons were adduced to the motive behind MNCs undertaking of FDI in other countries. One of the main explanations is that ‘Market disequilibrium and distortions’ give MNCs the impetus to undertake foreign investment (See e.g. Knickerbocker, 1973; p. 21). In a sense, it is believed that government imposed distortions as well as temporary disequilibria for example causes the need for firms to look outside their domestic market for opportunities in other countries (Ibid). Another explanation often put forward for MNCs motive for undertaking FDI is that market imperfection drives MNCs to look outward because imperfection in a market creates opportunities and economies of scale therefore it offers the MNC a perfect opportunity to increase its profits by investing its stake (See: Ekholm, 2004). While some of these explanations are still true to some extent as to why MNCs undertake FDI, the current and most important reasons indeed surpas es what is documented in the old textbooks of economics as explained earlier. Today, MNCs undertake foreign direct investment for various reasons and one of such is the increasing pressure wielded by competition through the forces of globalisation on the MNC making the rate of risk higher as to sustain long term operation in domestic markets (Nunnenkamp, 2002). Indeed through the modern process of globalisation, competition has taken a new dimension as forces outside a country can compete with a firm irrespective of its dominance in its local market, its brand awareness or strenghth, with the power of increasing competition therefore, survival today is about thinking ahead of the game, organisational thinking through innovation, collaboration, expansion and increased presence in other markets. This can be said to be one of the main impetus for MNCs motive for undertaking FDI abroad as such investment would enable the firm to achieve its objectives of improving profits and enhancing productivity theough cost cutting. Another motive behind MNCs undertaking of foreign direct investment is to diversify risks in their markets and portfolios. As noted by (Johnson, 2005) increasingly the macro business environment is becoming characterized with operational risks as the rate of unceratinty is increasing and markets are failing. The recent recession is an example of such risks existing in the external operating environment, since the recession which first started in 2007, several well known brands have collapsed while many are still suffering from the ruins of the recession. Indeed, many organisations operating in single markets and with limited product and market portfolios were exposed to market failures and increased risks in the last recession which consequently marked major decline in their share value and profit margin. Consequently, as a result of the threats associated with the risks of operating in one single market or product, MNCs are undetaking FDI abroad in other to diversify the risks in th eir primary market. Risk for a MNC can come in various faces. It could be operational risk, market risk, product risk, and several other. Undertaking FDI therefore offers the MNC the opportunity to mitigate such risks by diversifying into other markets or products through FDI. In the recent work of Davis (2009) he suggests that by undertaking foreign direct investment the MNC is able to lower production costs while also able to avoid trade restrictions. More so, the increasing labour cost and the cost of production in industrialised economies has given more impetus to MNCs to undertake FDI in a way that would allow them to lower production costs and enjoy cheaper labour costs (Barros and Cabral 2000). Ford motors is a typical example; Since the cost of production of Ford motors has increased in the UK, the company has decided to conduct its operations from other markets like Turkey for example where the cost of labour and production is relatively low. In addition to aiming to reduce labour and production costs, MNCs also undertake FDI to take up opportunity in profitable markets (Johnson, 2005) and this especially has to do with markets where there are better opportunities for the MNC to compete and make profit while at the same time increasing its brand v alue and identity (Ibid). Most of large oil and gas firms in the industrialised countries are typical examples of this development. Most big western oil firms such as Shell, Chevron, Mobil, BP, Texaco, etc have increased their presence in oil producing nations such as Russia, Angola, Brazil, Nigeria, Qatar, etc because the oil market in such countries require huge investment and infrastructure which they can undertake through FDI yet the market is such that there is little competition and therefore when they enter such markets they are able to use their market power and experience to increase their profit and become better at what they do. Shell like many other oil firms operating in the oil industry of many countries around the world have been able to avail itself of more opportunities in the general oil and gas market as well as other related industry through FDI than it can do in its primary and domestic markets. Similarly, the oil producing companies generally have been able to learn more about the intricacies of downstream and upstream operations as well as able to diversify into other related markets while at the same time able to contribute to the development of their host communities, although there are issues concerning corporate social responsibility and the environmental degradation caused by oil companies to their local communities, however the opportunistic and growth aspect of participating in other markets which FDI offers has been the main motive of MNCs. A similar development can be seen in other industries too, like the beverages industry for example where Coca cola is a prime example, Coca cola have been able to enter over 200 countries mainly to take advantage of the gaps and opportunities in those markets for the purpose of maximising its own profits while at the same time increasing its enhancing productivity and creating edge against its competition. The question to ask indeed is why MNCs are addicted to profit making and the taking up of opportunities everywhere there isIn response to such question: Kugler (2001) suggest that large firms over the past twenty years have been operating in a tougher and competitive world where their market power is challenged by small firms and the power of globalisation, it is this which gives them the motivation to invest abroad with the aim of challenging their competitors and taking to their advantage the benefit inherent in other markets to increase their profits and stay ahead of the game. Several MNCs also take opportunities abroad through FDI with the aim to vertically integrate their operations back and forward so as to sustain their operations and maintain healthy profits. It is at this juncture that the role of greed in their motive to undertake FDI can also be located. While little research exists in the literature on greed and why MNCs undertake FDI abroad, the 2007 global financial crisis has sparked academic debates about the role of greed in the operations and investment motives of MNCs abroad. In the work of Gultung (2009) for example looking at the case of some oil firms, financial institutions and industrialised apparel firms’, he talks about grievance, greed and opportunism in the way MNCs engage in FDI. The author explores the exploitation and the activities of many multinational corporations; How they exploit local firms, resources and labour in the foreign markets in which they operate. He cited the case of Shell in Nigeria and how the firm has over the year’s completely overtaken and forsaken local communities in which they exploit natural resources. As a consequence of such exploitation – Gultung suggests that many f armers have ceased operations while many fishermen are not able to feed their families and survive because their lands and firms have been taken over by oil activities and in many cases devastated and contaminated, yet Shell announce billions of dollars in its after profit tax every year. A similar example was cited of the apparel industry and the activities of company like Primark which has over the years undertaken foreign direct investment in India and many developing countries but to take advantage of labour and other local factors. Exploitation according to the author is defined as a â€Å"means through which one party gets much more out of a deal than the other-measured by the sum of internalities and externalities†. Sadly, most MNCs always get much more out the deals they strike than others. It is in this definition that it can be further argued that many MNCs as it is across many industries in the world mostly exploit other parties with whom they engage in FDI, theref ore it can be assumed that MNCs often undertake FDI in order to improve their profits with the motive to exploit others resources and take advantage of the opportunities in such markets. Finally, MNCs undertake FDI as a result of what Gorg and Strobl (2001) describe as the Product Life Cycle effect which occurs as a result of products reaching their maturity. For example a FDI takes place when product maturity hits and cost becomes an increasingly important consideration for the MNC. Conclusions This paper has explored the foreign investment activities of MNCs and the main reasons why they undertake FDI; it has presented various motives and factors underlying MNCs quest for investment abroad and as discussed above; one of such reasons is to increase profit, diversify risks and increase their competitiveness. The motive to undertake FDI to improve competitiveness has particularly become important for many MNCs given that in the current business environment, competition has become the order of the day and irrespective of size or location, small firms are able to compete in the same market with the multinationals. For the multinationals therefore, competitiveness has been the key and that includes aggressive expansion, constant innovation, acquisition and investing in markets abroad through various means. In view of the reasons mentioned in the paper, the reasons why MNCs undertake FDI can be said to be numerous and dependent on specific factors having to do with individual MNC s. For example some MNCs would make FDI decision to avail themselves of opportunities abroad, while other would take such decision to diversify risks, or vertically integrate their operations. References Barros. P.P. and L. Cabral (2000). Competing for Foreign Direct Investment., Review of International Economics, 8, 360-371. Ekholm, K. (2004). Multinational Enterprises and their Effect on Labour Markets, in Sodersten, B. (ed.), Globalization and the Welfare State, New York: Palgrave Macmillan. OECD (2007). Global Competition and the top ten investment destination, Paris: Organisation for Economic Cooperation and Development Gorg, H. and E. Strobl (2001) .Multinational Companies, Technology Spillovers, and Plant Survival: Evidence from Irish Manufacturing., EIJS Working Paper 131, Stockholm School of Economics. Glass, A. and Saggi, K. (2002). Multinational Firms and Technology Transfer, Scandinavian Journal of Economics, 104(3), 495-514. Galtung, J. (2009) Peace by peaceful means peace and conflict, development and civilisation. London, Sage publications International Monetary Fund (2002). FDI statistics. Johnson, A. (2005). Host Country Effects of Foreign Direct Investment: The Case of Developing and Transition Economies, Jonkoping, Singapore: Jonkoping International Business School Dissertation Series No. 031 Knickerbocker, F. T. (1973) Oligopolistic Reaction and Multinational Enterprise. Division of Research Graduate School of Business Administration, Harvard University: Cambridge, MA Nunnenkamp, P. (2002). Determinants of FDI in Developing Countries: Has Globalization Changed the Rules of the GameKiel, Germany: Kiel Institute for World Economics working paper No. 1122 Thomsen, S. (2000). Investment Patterns in a Longer-Term Perspective, OECD Working Paper on International Development, Number 2000/2 UNCTAD (2009). FDI statistics for multinational and Transnational’s, Geneva: United Nations Conference on Trade and Development Zarsky, L. (2002). Foreign Direct Investment: No Miracle Drug [online]. Ultimate Field Guide to the US Economy, Available: http://www.fguide.org/Bulletin/fdinodrug.htm

Lifelong learning Essay Example | Topics and Well Written Essays - 4000 words

Lifelong learning - Essay Example Evaluation of Aspects of Inclusive Learning 13 B. An Analysis of Inclusive Approaches to Learning and Teaching 14 C. An Explanation of How to Motivate and Engage Learners in an Inclusive Learning Environment 15 D. An Explanation on How to Establish Ground Rules With Learners in an Inclusive Learning Environment 16 E. A Review of How to Give Constructive Feedback to Motivate Learners 16 F. A Review of How to Provide Opportunities for Learners to Practice their Literacy, Numeracy and ICT Skills 17 Task B: Professional Journal Entry 17 A) An Analysis: 17 B) An Explanation of How the Assessment Opportunity Was Made to Meet the Needs of the Learners 18 C) An Evaluation of the Effectiveness of Your Approaches to Learning and Teaching in Meeting the Needs of Learners 19 References 20 Task A: Research Report A) An Analysis of Initial, Formative and Summative Assessment: Lifelong learning has emerged in recent years to be regarded as one of the key constituents for individuals to build up the ir value within the society. In order to develop the skills and diversified competencies within the entire life, it is necessary to pursue lifelong learning on account of surrounding factors. Knowledge, competencies and effective skills frame the basic requirements for fostering innovation and productivity within an organisation. With the advent of globalization, the need for change to keep up with the rapid pace of global adversaries has also accelerated, which has initiated the essence of lifelong learning for the individuals. A detailed analysis of the assessment tools have been discussed hereunder: Initial Assessment Analysis In accordance with the initial assessment methodology, it is observed that this method of application has been mainly created to be implemented in the beginning of the assessment process. It fundamentally derives knowledge about the learners’ strengths along with weaknesses and the gradual prospects for the development. Correspondingly, it has also b een ascertained that the assessment procedure mainly focuses on a particular aptitude or skill for evaluating the learners’ position. Furthermore, initial assessment methodology is also applied to detect the prior general areas, which require attention. This type of methodology is primarily adapted in order to provide the learners the appropriate courses, complying with the inherit skills and aptitudes. Considering the initial assessment tool, it basically is applied at times to determine the right learner for the right course, which will ultimately assist the learner to grow in the concerned field. Formative Assessment Tool Formative assessment is usually determined as a tool, which is applied to give continuous feedbacks to the learners for the particular duration of the course. In this context, it is generally known as the ‘assessment for learning’. The prior elements being indulged in the formative assessment reflect that the learning intentions must be made clear to the learner. Furthermore, during the planning process, the course is designed accordingly and is shared among the learners. Correspondingly, in this particular technique, the learners are directed to carry out their own evaluation process in compliance with the learning intentions. In the formative assessment technology, the learners’ usually receive their result by means of the written test or in a form of the oral test. Summative Assessment In case of the summative

I wrote it on 'Assignment Criteria' Essay Example | Topics and Well Written Essays - 1000 words

I wrote it on 'Assignment Criteria' - Essay Example The advantages and disadvantages need to be studied in depth before a developing nation decides to build or leave the idea as it is of a dam within its territories. (Choudhury, 1999) Dams can pose both good and bad points for any developing nation but the real decision maker is the government since it finds how good or how bad the construction of dams could mean for the poor people of the developing nation. For a developing nation, the poor people get affected by dams in the most direct manner. Their agricultural basis is positively improved and their return on investments is taken care of. Different businesses also get affected by the availability of electricity as these dams bring them a reason to smile and earn more and more. For the poor, dams bring them water and that too in an abundant quantity. They get to drink fresh, clean water and are thankful to the authorities who made the decision to build dams in the past for them. Rain water gets accumulated within these dams and this helps the poor people a lot. (Lyon, 1994) They get a number of benefits for their own selves, their families and their respective businesses with the assistance of these dams. Dams help the poor people more than the rich ones since these dams assist in opening up their new business ranks and also help them in getting food and water easily. Dams always help in irrigation, agriculture and the issues related with the availability of fresh and clean drinking water. The illnesses related with the non-availability of clean drinking water are always scary and this is one aspect that is looked after in a good manner by the presence of dams within any country. A developing nation can continue on its developing path if it builds dams for the prosperity of its own people as well as to enrich its resources and the water that is there within its territories. The disadvantages that building dams on the

A Simple Surgery Checklist Saves Lives Case Study

A Simple Surgery Checklist Saves Lives - Case Study Example They do not initiate for vital steps in the regular process but attempts to identify failures of the process. Based on the four flow charts, the system has much duplication of activities or redundancies in time especially on the number of times the patient has to give his consent. The patient consent is required in more in six scenarios in the system, from the holding room, anesthesiologist to the surgeon. The timing is such that they occur at a period when it is not late to correct the problem. This helps to ensure and further improve the safety of the patient. WHO Surgical Safety Checklist recognizes three stages of an operation, in each stage, the operation coordinator must check the completion of the task before embarking on the next stage (Szalavitz, 2009). The patient has three separate interactions with the health providers in the following phase of the WHO surgical safety checklist: During the Sign In stage (before the administration of anesthesia), the patient is identified, location, informed consent, and the procedure of operation are confirmed. The location/site marking is established and the finishing point of the anesthesia safety measure is done (Cavoukian, 2009). A confirmation of whether a functional pulse rate meter is present in the patient is done. Several other issues of concerns are addressed such as allergies, aspiration risk, air path risks, loss of excess blood, and the availability of effective tools and equipment for operation purposes. The Time Out stage is performed before the incision of the skin. Everyone involved in the operation introduces themselves to real names and their functions in the operation. They then confirm the patient once again, the identity/name of the patient, location/site, and procedure and deliberates on expected critical situations. Antibiotic prophylaxis, scheduling, and presentation of imaging studies are also confirmed at this stage.

Socio-Political Factors And Mental Health Essay

Socio-Political Factors And Mental Health - Essay Example Some of these factors include race, culture, ethnicity, gender, social class, and other similar factors. This double burden is referred to as double stigma (Corrigan et al. 2004; Rowe 2005). The double stigma does not only perpetuate the self-depreciation that patients experiences, but it also fortifies the public stigma that is manifested in the forms of discrimination, prejudice, and stereotyping against mentally ill patients. In this effect, double stigma heightens the negative impact of the stigma that mentally ill patients experience. Recognising the seriousness of the condition, this study will answer the question how socio-political factors may influence mental health? In attempting to answer the question, the study will focus only on one socio-political factor – ethnicity. This acts as a form of limitation and the focus needed in addressing the query of the study. Ethnicity is now used to indicate, â€Å"the different and unequal experiences of social groups with spec ific social attributes such as language, religion, and dress codes† (Giddens & Sutton 2010, p. 136). Ethnicity is necessary because it is one of the foundations of a person’s worldview (Sue & Sue 2003; Sumari & Jalal 2008). The motivation behind choosing ethnicity over other socio-political factors is the fact that one of the key aspects of contemporary society is pluralism and ethnicity is its concrete reality. In a pluralistic society, there is the increasing tendency that the minority group is viewed from the perspective of the majority group as they cohabit within the same physical space. This creates pressure since there are mark distinctions among ethnic groups. In this regard, ethnicity is pivotal in mental health because of the double stigma that patients in the minority group are experiencing. Its negative impact will continue if it is not consciously addressed. In addressing the problem of this study, the answer is drawn both from the experience of the service user and scholarly journals and books dealing with the issue of ethnicity and mental health. The Response Mental health practitioners have the ethical and moral obligation to respect the cultural context from where the patient is coming (Trimble & Fisher 2006). The increasing multicultural diversity of patients with mental illness increases the responsibility of mental health practitioners in providing the venue wherein the patient’s cultural heritage is included as an integral component in formulating accessible and quality therapy for the patient (Sue & Sue 2003). Nonetheless, it has been observed, there appears to be a gap between the theoretical knowledge of the role of ethnicity and the empirical belief justifying that health care providers have to respect the reality of ethnicity since some practitioners are reluctant to modify their current practices to accommodate ethnicity (Griner & Smith 2006). This situation amplifies the double stigma among ethnic groups. The Wes tern Approach of Self-Disclosure. PA, an Asian and one of the patients in the Community Health Centre, shares, â€Å"I do not understand why I have to tell somebody my fears, my thoughts, my delusions.

Crash Cultural Identity Assignment Essay Example | Topics and Well Written Essays - 500 words

Crash Cultural Identity Assignment - Essay Example The fact, that he was brave enough to fight with the guy, who tried to steal his car, became the evidence of the inner change, which had happened to Cameron. At the same time, it should be noted, that the characters put their cultural identity not only in their group, but they also want to be accepted and acknowledged in all cultural groups. On the other hand, the characters, who are supposed negative, as Ryan (the policemen, who has sexually assaulted Christine, Cameron's wife) or the attorney's wife Jean, being extremely impatient towards any other race except her own, also try to put themselves forward not only in their cultural group, but in others as well. Ryan not only wants to be the best among his co-workers, who are of Caucasian race, he also wants to show his superiority over other races, and thus make them understand his significance in terms of all races. The issue of cultural identity is shown to be manipulated through the scene in the attorney's office.

Marketing & Promotion Assignment Example | Topics and Well Written Essays - 1000 words

Marketing & Promotion - Assignment Example The coffee would appeal to these target age groups through contemporary and clean designs that shall be presented in a consistent way in its product and package designs, interior of the store and advertising. For young adults whose age is between18 and 24, the coffee shop would position itself as a place where college students can study, write, read and hang out with others. This target market tends to grow by 4.6% every year. The coffee shall be an ethically traded coffee (obtained through â€Å"fair trade†); hence, it shall focus specifically on career-oriented individuals living in urban areas with relatively higher incomes. These individuals are socially responsible individuals who care about sustainability and environment and would not hesitate in paying a premium price for an ethically traded coffee. Due to the presence of cultural diversity in UAE this strategy would be particularly useful in attracting foreigners and tourists who would rather go for ethically traded coffee rather than otherwise. The brand’s offerings are targeted towards such affluent individuals who are likely to go to Tim Horton’s or McDonalds. Furthermore, part of the proceeds of coffee purchases shall be donated regularly to local charity funds. The coffee would be promoted through television via placement in various reality and other shows. The â€Å"branded entertainment† strategy would be used here whereby the subliminal placement of coffee in these shows would subconsciously remind customers of the coffee brand while they watch their favorite shows (Hudson and Hudson). Since young, contemporary students and professionals are also targeted, therefore, contests can be run during popular shows such as â€Å"Friends†. Shows of this sort can be used to show a group of teenagers visiting the coffee’s outlet for getting together. The outlet of this coffee brand can then be promoted as being a place where individuals can relax, read novels or

Sensory Perceptions Essay Example for Free

Sensory Perceptions Essay â€Å"The brain, a complex structure, allows a human being to perceive and react to their environment, contemplate the big questions, and experience a myriad of emotions. The brain controls the body and maintains the delicate internal balance needed to sustain life† (Smith, 2010). If fortunate enough, we humans all have five senses: vision, hearing, taste, touch, and smell. All of these senses that we have, work together to give us a conscientious picture of the world and where we belong in it. The statement, â€Å"There is nothing in the mind unless it is first in the senses† (Kirby Goodpaster, pg. 54), means, that our brain would be empty without our senses. Our senses consolidate to make us understand who we are, where we are, and what is happening around us. Because our brain feeds and processes information about our five senses, we put meaning to our sensory experiences, thus, we are able to respond and behave accordingly. We rely on accurate observations. Our senses prove its accuracy on a daily basis and â€Å"act as our lenses, amplifiers, particle detectors, and pressure and heat gauges† (Kirby Goodpaster, pg. 54). Our vision allows us to be aware so we can stop at red lights, wait for cars to pass, and know when it is safe to walk across the street. Hearing is another powerful sense that we use to listen to words, is crucial in communication, and is interactive with our thinking. When we hear a very loud noise close to us, we become startled and our senses might kick in and tell us to be aware of our surroundings. The touch sensory is circulated throughout our body. When we feel heat on a pan on the stove, our senses alert us to the danger of being burnt, and we proceed with caution before receiving further injury. Smelling uses the noise that sends sensations to the brain. When we smell smoke, we instinctively know there is a fire or something is burning. Then our sense sends a message to our brain that we need to take care of the problem or leave if it is too dangerous. â€Å"Our senses feed our brain much as food feeds our body; without their input, our brain would be almost empty†Ã‚  (Kirby Goodpaster, pg. 54). I believe that our senses, in most cases, are accurate. There are elements in life such as being sick or sleep deprived, that may distort the accuracy of our sensory perceptions temporarily, but in most cases they are accurate and the information they provide us with is essential in establishing our thinking. There are also other cases where what we think we see is not really what it is, â€Å"habits, interests, and biases, focuses and thus limits our perceptions† (Kirby Goodpaster, 2007, pg. 56). I believe that our sensory information in most regards is accurate, without any sort of accuracy we would not depend on them as much as we do in our thinking and decision making. When it comes to the accuracy of sensory data, there are various things that can cause an affect. Clearly, the brain needs food. Just like the rest of your body, it requires energy, protein, and vitamins for the brain to function correctly. Without a proper diet, our brain will have an effect on the sensory data. Drugs and alcohol also play a huge part in contributing to sensory accuracy. Certain types of drugs such as nicotine, marijuana, cocaine, amphetamines and ecstasy can affect the brain as well. â€Å"All of these drugs interact with the brain at the synapse, increasing or decreasing the brain’s natural chemical activity. Even though their pharmaceutic effects are different, they all have in common the ability to disrupt our cognitive abilities; and in some cases the deficits seems to last after the drug is discontinued, leaving open the possibility of permanent cognitive damage† (Kirby Goodpasters, pg. 72). Last but not least, sleep is inevitable. We need sleep to think. Perhaps that is why we spend one-third of our lives sleeping. â€Å"Sleep, like diet and exercise, is important for our minds and bodies to function normally. In fact, sleep appears to be required for survival. Rats deprived of sleep die within two to three weeks, a time frame similar to death due to starvation† (â€Å"Why Sleep Is,† 2008). Sleep is a natural part of everybodys life, but many people try to get by with a little amount of sleep. Sleep is something our bodies need to do, it is not an option. â€Å"Sleep debt can negatively affect mood, motivation, memory, decision making, concentration, problem solving, and logical thinking† (Coren, 1996; Kirby Goodpasters, pg. 73). The nature-nurture controversy is defined as, â€Å"A traditional and long-standing disagreement over whether heredity or environment is more important in the development of  living things, especially human beings.† The relative contribution of nature (genetic and biological inheritance) and nurture (environmental factors) in developmental processes have been, and to this day, continues to be a debate. Both nature and nurture influence behavior. Some things are obviously nature. Eye color, for example, is genetic, and cannot be influenced by environment, although people could use colored contacts to change their eye color. On the other hand, language is a matter of nurture, ultimately by where someone is born and raised. We may not see the world as it is, but that is where accuracy of sensory information is concluded. Three reasons to believe in the accuracy of sensory information are the ability to use our senses to provide data so that our brain can identify the truth, using our senses to help connect the brain and emotions together, and lastly, senses give the mind the potential to determine what reality is. References Smith, A. (2010, April 11). Functions of the Parts of the Brain. Retrieved from http://www.livestrong.com/article/104669-functions-parts-brain/ Kirby, G., Goodpaster, J. Thinking. (Fourth ed.). Why Sleep Is Important. (2008). Retrieved from http://www.education.com/reference/article/Ref_Parents_Why_Sleep/

Background Of IHRM In China

Background Of IHRM In China In the 21st century, HR managers have to meet new challenges. The economy and markets are varied from those of a decade ago. As patterns have modified, the characteristics influencing International Human Resource Management (IHRM) are also changed due to the unfavorable effects of the rising internationalization of all industries particularly to the ones that functions worldwide (Briscoe and Schuler, 2009). Such organizations must build up effective structures and operates in order to keep up to pace with significance, modern trends and policies. The capability of a business to stay in substantial era of time in the industry where it belongs is one measure of its accomplishment. With the recent globalization, every business must operate more successfully in order to sustain with the higher needs of customers and to go with the current of the dynamics of global business competition (Brewster. and Vernon, 2007). Actually, the internationalization of businesses resulted in the developin g application of expatriates to manage growing numbers of global operations. Therefore, a complete acknowledgement of organizational labor force and progress of organizational systems and procedures that will allow people to add value within a larger organizational unit is required. (Brewster. and Vernon, 2007) 1.1 Aim/Purpose of the Paper The purpose of this paper is to discuss the approaches and challenges of International Human Resource Management (IHRM) in the international environment (China) while operating in diverse cultures by identifying the current issues in IHRM to set the future directions. 1.2 Background of IHRM in China With the passage of time there is an increase in the complexity of workforce management in China. There are many factors associated with the growth of human resource management profession and one of the main factors of the attitude of the workforce and the people towards work, changes in the laws that deal with employment-related issues and various sociological trends (Kidd, 2006). The human resources in the Chinese organizations now recognize the importance of the relationship that exists between strategy, technology, people and the main processes that are able to make the organizations more successful. Although there are many organizations in china that have realized the importance but still the progress in the field of HR has been rather slow. (Kidd, 2006) In the older times it has been seen that most important principles of the human resources were used. Human resources have been used in the older times when the tribal leaders were to be selected. The selection process included the recording of the related knowledge and passing this knowledge on to the other tribal people as the knowledge was composed on the information about the safety, hunting, health, and gathering. Advancements in the human resources were seen between 1000 B.C to 2000 B.C. Chinese are the pioneers in using employee screening techniques that started in 1115 B.C. (Kidd, 2006) Since the field of HRM started in china many names have been given to the field. Some of the important names that have been given to the HRM field include personnel relations, industrial relations, employee relations and human resources. Human resources among all other names have been considered as the most suitable name (Richter, 2006). I strongly believe that human resources are the most apt name for it. This is the word that shows that for an organization, human capital is the most important. (Evans and Pucik, 2002) In 1979, Open Door Policy was adopted by China and this is the policy that has been seen as a potential growth forum for the industries in china. There has been a great opening of the markets that has brought in many opportunities for the Chinese but with this many issues and for the foreign enterprises. China has been known for its unique political, economic and cultural environment that makes it hard for the foreign organizations having businesses in China to manage their employees in China. Thereby there are many cross cultural implications for the international business in china as there are issues to be faced in designing and implementing the management training programs. With this the researchers have argued that there is a need of more studies and research on the development of management principles in China. Most of the research has been conducted on the human resources and the practices that have been followed and a very limited concentration has been focused on management d evelopment. (Budhwar, 2004) There has been an increase in the foreign investment in china in the last twenty years. Since the year 1978 there has been a 9% increase in the Chinese economic growth (Budhwar, 2004). In 1996, the economists have reported that the growth in GDP was 9.7%. In the first fiscal months of 1996, the foreign investments were on an average US$7.74 billion. In the year of 1995, china stood second among the countries that attracted foreign investments while the first position was held by USA, having a 42% share of investments made in Asian countries. (Budhwar, 2004) China is seen to be modernizing as there is a large scale reformation in the industrial enterprises so that the problems that are being faced by the industries are solved (Smith, 2005). The changes that have been incorporated in the industries include an increased entrepreneurial autonomy, an increase in the private and rural enterprises, increase in foreign direct investment, an increase in the volumes exported to the developed world, an increase in globalization that has caused an increase in the competition that has led to an increase in business with international market. (William, 2007) Major changes have been seen in china after the increase in joint ventures as these are the ventures that have asked for increased improvement and better performance. But there has been a resistance in changing the ongoing business scenario thus there has been avoidance in the manager level responsibility (Dowling, 2009). There has been an increase in the pressure created by international managers that makes Chinese managers adopt a defensive stance. Thereby there is a need to acknowledge the Chinese system of industrial governance as this is the system that can help in the explanation of the behaviors of the managers that has been shaped by a long gone dependency culture. Here an important example is that of china where a small defensive mode adopted to avoid a single responsibility is defined as collective irresponsibility. This is regarded as a form of a defensive mechanism that is up taken by the managers (Smith, 2005). If there are increased pressures from the international mana gers in case of joint ventures than there are further changes in the local management. In this case it has been realized that important roles are played by providing the managers benefits that include employment and job security and social benefits that are inclusive of health care and housing. (Richter, 2006) In addition to this it has been seen that there has been an existence of the pre-industrial behavior that reflect deference towards hierarchy. These are the kinds of behaviors and attitudes that support a general acceptance towards authoritarian state socialism. This is the situation that can be compared with the communists who have been successful in preserving their cultural values as these values have been seen to be reliable while giving up on the values that have been threatening and harmful. Thereby from here it can be seen that the system is overly dominated on the industrialization and it has caused a great change in the economies, and resources. (William, 2007) There has been a shortage of managerial competence in China and one of the main causes is the systematic industrialization in china. From here it can be deduced that in the changing world of competing markets and increased competition there is a need that the managers in china have more skills in the competitive environment (Dowling, 2009). On the other hand it has been seen that the countries that suffers from the shortage of skilled managers can lag behind in development of better management that is also because of the reason that there are barriers to train managers for better skills. 2.0 Key Human Resource (HR) Practices in China The dramatic reforms in the Chinese economy have immensely influenced the role of the manager in Chinese community. The managers function is altering from a focus mostly on people-problems towards the need for knowledge of the market, financial management and thinking tactically to support competition and cope with joint ventures (Dowling, 2009). As a result, such reforms have generated questions about Chinese managers aptitudes to cope with competition, insecurity, volatility and increased independence. The localization of the administration group in the overseas-invested businesses, due to the cost reasons, puts strong needs on the universal management progress of local managers and experts. (Brewster. and Vernon, 2007) Management in contemporary China is argued to be described as an exact science with an evident and definable understanding base, with a collection of quantitative and operational techniques with general applicability connected to specialized functional expertise (Hutchings, 2006). This is maintained by the proof of a knowledge-based program for trainee managers where an excellent deal of stress is placed on the conventional numbers-oriented (difficult) subjects and far less time is spent on individuals-oriented (easy) subjects. Behind this approach are three problems- professional context, custom and ideology all uniting to dictate this particularly Chinese understanding of the hypothesis and practice of management? Management growth within the conventional educational system is defined as: supporting the more didactic, educator-centered teaching techniques; a focus on hypothesis rather than on experience with little contact with the broader industrial society; and a lack of well ed ucated and well trained management trainers. (Hutchings, 2006) Chinas successful progress as a key economic supremacy can only be obtained with the help of highly qualified, professionally trained administration (Dowling, 2009). In China the management training process is not only associated with economic basis and progress, but also to political and ideological beliefs. Since management progress is supposed as a significant means of improving managerial ability and improving competitive benefit, international firms engaged in joint ventures need to be aware of the cross-cultural implications in the design and implementation of management training courses for Chinese managers and its incorporation into the strategic HR system. (Dowling, 2009) 2.1 Recruitment and Selection It is a critical stage when the firms in China proceed to hire employees to fill the vacancies it has recognized. At the employment stage the firm attracts people to apply for its jobs; at the hiring stage it selects the best individual for the job or jobs from among the people it has fascinated. Employment and selection, thus, refers to the group of methods used to hire and select employees to execute the jobs recognized within the firm. (Cooke, 2007) 2.1.1 Cultural Issues At the time of enrollment and selection procedure in China, firm culture is the most significant and the most complicated part of such organization analysis since various candidates have different insight to same organization culture and moreover, various people communicate with the setting in which they work in a different manner. On the other hand, a thorough organization analysis could be done to emphasize the selection standard. (Warner, 2003) 2.1.2 Cost Benefit Analysis Chinese firms also make cost and advantage analysis at the time of selection and enrollment. The procedure of selection can be expensive, and some recruitment methods could be even more costly, such that some firms could only employ them for a few major vacancies. When a firm chooses its recruitment methods, it would try to assess whether the struggles will be worthwhile. To determine on the most cost-effective techniques, both the costs and the advantages related with the recruitment techniques should be considered. (Cooke, 2007) 2.1.3 Personality Test Personality test has also been adopted in China in selection procedure. They observe aspects of personality that have been demonstrated through research to associate with performance at workplace. Most personality assessments are self-report, where candidates are asked to note how they see themselves on a number of characteristics or behavior. Some items may be unlimited questions asking about preferred actions, and some items may be a selection from a range of statements, asking individual to select which statement most resembles them or is most contrasting them. (Wright, 2004) 2.2 Training and Development Although personnel develop their expertise through every day work, as we have just noted, firms often give additional proper learning chances. These may be off-the-job training programs, or they may contain work based development courses. We can also contain post-graduate qualifications such as the one you are studying for now. Personnel development is an identification that employees may need to develop modern skills or get new information, both for their own growth and to fulfill the firms requirements. (William, 2007) 2.2.1 Cultural Issues When multinationals turn into or with other nations there may be a supposition that because everybody within the firm is working for the same objectives and to the same standards, they will automatically interact, think and view the world in the similar way. When various cultures start working together, issues or complexities occur that several people within these firms are not expert or adept enough to cope with efficiently. This can merely be because they have never had to cope with the problem before. (Wright, 2004) 2.2.2 Language Barriers Language is the most significant thing when Chinese firms offer training to their staff. In China language is often the least complicated hurdle to breach. When we recognize there may be language variations, we have a greater understanding of the potential for issues. On the other hand, much more often its a totally different way of seeing things and an incapability, or reluctance, to see what the other individual is seeing that causes the complexities. (William, 2007) 2.2.3 Misunderstanding the Norms The most major problem in China we can say that misinterpretation the norm because the other individual understands our language (or we understand theirs) that we speak the same language. Often we dont. Even when our Native language is the same, we dont speak it the same way. When we work with other cultures, its easy to be affected by general stereotypes, misunderstandings and biases about our new colleagues. Without understanding it, we carry those understandings and stereotypes into meetings, conferences, training or even social get-together that can make interaction hard and difficult work. (Smith, 2005) 2.3 Performance Management and Appraisal Once the best candidate has been selected and has begun work, firms often wished to observe their work and help them to grow. In the first example, monitoring and growth happens through the normal procedures of daily work, where employees develop themselves with the help of their supervisors (Wright, 2004). On the other hand, some firms have recently begun to take a systematic advancement to the management of individual conduct, seeing it in the perspective of the overall policy of the firm: this is what has come to be called performance management. Several firms have also established it wanted to institute a formal annual review of performance, executed jointly by the worker and his or her supervisor: this is what is called performance evaluation? (Wright, 2004) 2.3.1 Cultural Dimensions In the China more and more shrinking business world, the firm has arrived with a bang. With it have come cultural problems of race, ethnicity, unlike educational background, language problems, etc. The firms in China are striving for proper alignment of cultural variations between workers of towards increasing organizational effectiveness and output. Such firms are evolving performance assessment methods appropriate for measuring and assessing worker performance along cultural dimensions. (Selmer, 2001) 2.3.2 Power Issues in Appraisal In appraising the workers in China power is major threat to companies while appraising the workers. In high power gap cultures, authority is focused at the top of a vertical organizational structure (Jackson, 2005). There are comparatively more supervisory employees, and the resulting variations in power are an accepted disparity between higher-level and lower-level people. Managers depend on formalized roles in which authority is vested and employees expect to be explained what to do without discussion. Close management and authoritative leadership are estimated to lead to job fulfillment, higher performance, and raised output. (Jackson, 2005) 2.3.3 Uncertainty Avoidance Improbability avoidance is the level to which participants of a firm in China fear the unexpected at the time of appraisal. Cultures with a low level of Improbability avoidance do not feel pressure while appraising and endangered when faced with reform and vagueness. Low uncertainty avoidance cultures have a comparatively short average time of job with each organization and feel little loyalty to the company. Although self employment is rare, they choose to work for smaller firms. (Selmer, 2001) 2.4 Compensation Management Deciding how much and in what way employees should be paid is a key part of HR management. Pay assessments are based not only on workers performance, but contain data from more universal performance management and assessment processes, such as an analysis of the movement of payment rates in the external marketplace. (Jackson, 2005) 2.4.1 Cultural Dimensions In Chinese culture, worker name pay-for-performance as the most essential tool in getting the greatest financial consequences at their firms. But, adopting real, pay-for-performance is simpler said than done. In Chinese culture workforces who outperform their colleagues will be rewarded properly, feel valued and content and more likely to stay with your firm. (Selmer, 2001) 2.4.2 Evolution of Compensation Nowadays in China compensation techniques have come from a long way. With the altering organizational structures employees need and compensation techniques have also been altering. From the bureaucratic firms to the participative firms, workers have begun asking for their rights and proper compensations. The higher education standards and higher expertise needed for the employment have made the firms provide competitive compensations to their workers. (Siam, 2007) 2.4.3 Modern Compensation Systems Nowadays the compensation systems are intended aligned to the business objectives and policies. The workers are required to work and take their own decisions. Administration is being delegated. Workers feel secured and valued in the company. Firms offer financial and non-monetary advantages to attract and retain the best talents in the competitive atmosphere. Some of the advantages are special allowances like mobile, firms vehicle; House rent allowances; statutory leaves, etc. (Shen, 2007) 2.5 Labor Relations To make sure productive worker relations, human resources management practitioners must cope with the administration of the relation between the employer and the employees as a whole. In several states and employers a trade union or unions represent employees (Siam, 2007). On the other hand, we will discuss that employment relations are a concern of the human resources manager even if his or her firm is not unionized: she or he must still determine, among other things, how the firm is going to interact with its employees, and the extent to which workers should involve in the management of the firm. 2.5.1 Cultural Dimensions Cultural issues do not describe or affect the way labor relations are executed in Chinas workplace, as several consider they do. The effect of the international market has considerably changed the way labor relations are really followed in China, which is called an international market paradigm. However, Collectivism and Confucianism carry on to affect labor relations in China and the ideological and cultural leftovers still to be found could influence Chinas relations with other countries for years to come. (Siam, 2007) 2.5.2 Employment Policies and Manuals Every firm in China keeps employment strategies and worker manual for workers of any stage. These strategies manuals helps the workers and firms in keeping good relationship by resolving disagreement through the proper processes previously discussed before job. (Siam, 2007) 2.5.3 Unemployment Benefits Many Chinese firms keep proper scheduling about personnel performance to curtail unemployment taxes and evaluation and in defending claims for advantages in managerial proceedings and court petitions. (Shen, 2007) 3.0 IHRM Environmental Factors in China Much of the development in the human resources function over the last thirty years may be typified to its vital role in keeping the firm out of dilemma with the law in China. Most companies are intensely concerned with possible liability resulting from staff decisions that may breach laws endorsed by the state legislatures, and/or local administrations. These laws are persistently understood in thousands of cases brought before regime agencies, federal courts, state courts, and the Supreme Court. (Smith, 2005) 3.1 Government Actions In China the HR management of company relies to a large extent on its capability to deal successfully with administration actions. Operating within the legal structure devise by Government needs keeping track of the external official environment and developing internal procedures (for instance, management training and grievance processes) to make sure compliance and reduce complaints. Several firms are now developing formal strategies on sexual harassment and setting up internal administrative channels to cope with alleged events before workers feel the need to file a case. (Shen, 2007) 3.2 Regional Economic and Political Activity Regional monetary and political activity often has a varied effect on public- and private sector companies. Still, politicians and economy in China typically exert much more control over organizational confronts than over environmental confronts in recruiting staff, determining pay, providing promotions, etc (Shen, 2007). Nevertheless successful managers spot organizational problems and cope with them before they become major issues. Only supervisors who are well educated about significant HR problems and organizational confronts can do this. These challenges encompass the requirement for a competitive position and flexibility, the issues of downscaling and organizational reform, the use of self-managed work groups, the growth of small businesses, the need to develop a strong organizational culture, the part of technology, and the development of outsourcing. (Shen, 2007) 3.3 Cultural Diversity The future achievement of any firms depends on the tendency to manage a diverse body of aptitude that can bring new ideas, views and prospective to their work. The challenge and issues encountered of workplace diversity can be turned into a tactical organizational asset if a firm is capable to capitalize on this melting pot of different talents (Selmer, 2001). With the merge of talents in China of different cultural backgrounds, genders, ages and way of life, a firm respond to business possibilities more quickly and creatively, particularly in the international arena, which must be one of the significant organizational objectives to be achieved. More significantly, if the organizational atmosphere does not support diversity generally, one risks losing talent to rivals. (Selmer, 2001) 4.0 IHRM and China Recently the firms in China are encountering the cultural diversity. The challenge of workplace diversity is also common amongst Singapores Small and Medium Enterprises (SMEs). With a population of only 4 million individuals and the nations struggle towards high technology and knowledge-based economy; overseas talents are attracted to share their skills in these fields (Cooper and De Cieri, 2007). Therefore, many local human resources managers have to experience cultural-based HR Management training to enhance their capabilities to inspire a group of expert that are highly educated but culturally diverse. Moreover, the human resources professional must assure the local experts that these overseas talents are not a danger to their career development. In several ways, the efficacy of workplace diversity management is reliant on the skilful balancing act of the human resources manager. (Cooper and De Cieri, 2007) One of the major causes for unproductive workplace diversity management is the tendency to pigeonhole workers, placing them in a various silo based on their diversity profile (Hutchings, 2006). In the actual world, diversity cannot be simply classified and those firms that react to human difficulty by leveraging the talents of a wider workforce will be the most useful in flourishing their businesses and their client base. 5.0 IHRM and China As the real diversity is the major problem in China, so in order to successfully manage workplace diversity, Human Resources Manager needs to reform from an ethnocentric view our way is the best way to an ethnically relative view lets take the best of a variety of ways (Warner, 2003). This change in philosophy has to be inbuilt in the managerial structure of the Human Resources Manager in his/her planning, organizing, directing and managing of organizational resources. (Warner, 2003) Most firms in China have determined to begin mentoring program in the future. Because this is the best method to manage workplace diversity problems through initiating a diversity mentoring program. This could entail engaging different departmental supervisors in a mentoring program to coach and provide feedback to workers who are different from them. In order for the program to run effectively, it is wise to give practical training for these supervisors or seek help from advisors and professionals in this field. (Warner, 2003) 6.0 Conclusion The conventional functions of Human Resources Management now need to be tactically directed towards flourishing and sustaining organizational abilities, through activities that overlap with conventional business operations such as finance, marketing, and non-conventional operations, such as knowledge management. HR Information System has great importance in every field. It can execute an essential role and help the interactions procedure in the organization. Most significantly, firms can appoint and retain the leading performers, enhance output and improve job satisfaction of the workers. Human Resources Manager has the liability to amplify competence and profit, but in the current scenario, the role of Human Resources manager is altering quickly due to changes in regime policies, unions, labor legislations and technological advancement. The trends have occurred in the firm, HR planning, job design, enthusiasm, and employment and skill development and worker relations. The challenges can be encountered by Human Resources Manager effectively, if appropriate strategies are adopted. Therefore, the role of Human Resources Manager will be more vital in future due to the emerging scenario.