Monumental Architecture in Bronze Age Egypt and Crete :: Ancient Egypt Egyptian History

Monumental Architecture in Bronze Age Egypt and Crete The significance of monumental architecture lies not only in the function it is built to serve but also in the cultural values it represents. Monumental architecture is aesthetic as well as functional, and in its aesthetic aspects it is a form of cultural expression. In Bronze Age Mediterranean civilizations, the development of monumental architecture was influenced primarily by the political structure of the state. Perhaps the most disparate forms of monumental architecture in this region were developed in Pharaonic Egypt and Minoan Crete, reflecting the differences in their political systems. The socio-political structure of these two cultures can be sharply contrasted through an examination of a predominant type of monumental architecture found in each region. Monumental architecture in Pharaonic Egypt is represented primarily by the funerary complexes of the pharaohs. The principal function of these elaborate complexes was to ensure that the pharaohs, who were exalted as living gods, would attain the afterlife they desired. This required that two basic conditions be fulfilled: the body had to be preserved from disturbance or destruction; and the material needs of the body and the ka had to be met (Edwards 20). Pharaonic burial complexes were also centers of worship for the god-king interred there and were designed to exalt his memory and deeds. Egyptian burial complexes evolved from the simple rectangular mastaba to the great pyramids of the Fourth Dynasty. The true pyramid evolved from the mastaba through an intermediary form, the step pyramid, the earliest example of which is Zoser’s Step Pyramid at Saqqara, which dates to the Third Dynasty (c. 2680 BC). The Step Pyramid was revolutionary for several reasons. It is the earliest known free-standing monument built entirely of stone in Egypt (Fakhry 20); it is also the earliest example of evolutionary architectural development beyond the mastaba. In form the step pyramid is a series of superimposed mastabas and represents the stairway that the spirit of the pharaoh was to climb to reach the sky-realm and join the crew of the solar barque traveling across the heavens (Aldred 47). The Step Pyramid was designed by Imhotep, the Chancellor of King Zoser, and was originally planned as a stone mastaba 7.0 meters high based on a square ground-plan (Aldred 45-46). However, this design underwent six alterations, and in its final form the Step Pyramid rose in six unequal steps to a height of 62.

Employment Relations Japan Essay

Japanese culture is highly diverse as compared to the other western nations, due to their stringent localized policies and protectionist laws which are meant to protect their local businesses and populace. The culture of the Japanese is deemed as an over-achieving culture with each individual striving to become the best at their chosen work and tasks. Companies across the globe acknowledge that the industries, within which the Japanese enter, become dominated by Japanese companies within the top 3 market positions (Alexander, 2003). The same philosophy is translated into the workforce and even before the Second World War, the Japanese were adopting practices meant to create product quality and best business practices. However, the first disparities amongst the working class and the ruling samurai elite began during the war periods and the people who worked in factories and industries realized the injustice of their working conditions during the war times (Morishima, 1982). The sources in this paper will be books and academic journal extracts which have been stated after considerable time and effort has been involved into the validation of the statements as facts and after they have been approved by other accomplished individuals in the topic. The paper has been divided into 6 basic chapters. The first chapter discusses the development of the employment relations of Japanese businesses and workforce. The history is discussed within this portion of the paper. The second chapter identifies the various labour market parties existing in the Japanese business spheres. The parties are divided along the lines of labor unions, employers’ associations and various state roles in maintaining employment relations. The third chapter of the paper discusses the main employment relations processes in the Japanese organizational structure and talk about topics such as collective bargaining and employee participation and degree of involvement. The next chapter looks at the current trends and future issues pertaining to the employee relations model in Japan and is purely analytical. Finally the summary is included which will provide the concise description of the key findings and the advantages and limitations of the data sources. The bibliography will identify the various sources used in the formulation of this paper. The early organization of workers and employers As discussed earlier, the Japanese society can be divided along the lines of the merchants, traders and businessmen and the samurai class. The two groups were responsible for conducting certain activities and this system was dominant since the pre-world war era. In the post world war era, the borders of Japan opened up considerably and the western styles of management began entering the nation. The USA played an integral role in helping in formulating the new business models for Japan as the western world became very interested in the business potential in the Asian part of the world (Tabb, 1995). A key element to recognize regarding the organizational structures in Japan is that in japanese organizations, even to date, the vertical hierarchy is very important in the business functions and no matter how the company appears to be decentralized, the actuality lies in the fact that employees further down the hierarchy are usually expected to obtain greater responsibility rather than be able to make decisions in a more decentralized role (Tabb, 1995). This notion of vertical hierarchy has prevailed throughout the Japanese organizational culture and played a detrimental role in the evolution of current organizational structures and employee relations models. Recognition of Trade Unions Up till the World War, the Japanese did not look favorably towards the trade unions and the Japanese culture encouraged the owners the right to do as they pleased while maintaining responsibility over their workers. The Japanese culture is centered around the master-worker relationship with the master being responsible for watching out for the benefits of his workers while the workers would be required to fulfill their masters demands unflinchingly. The Fukuzawa and Shibusawa philosophies were particularly centered on the debate regarding this relationship and played an important role in forming organizational structures. Therefore in the pre-world war era the concept of unions was not popular in Japan. However, following the US entry into Japan some changes began to appear in the organizational models. Trade and industrial unions began being fostered under the US supervision and the legal barriers against union formation were abolished. The communists and socialists activists were released from the prisons and this accelerated the number of unions being formed for the protection of the workers against the ruling class and by 1949, a mere 2 years since the movement began, around 34000 unions had been created with around 7 million members in totality (Pempel, 1998). The purpose of the Japanese unions however were not industrial but seemed to be attracted towards political linkages as most unions sided with the Japanese Communist Party and the Japanese Socialist Party and these unions began using their influence towards blackmailing the government through strikes and sit-ins on a fairly regular level (Pempel, 1998). The unions are still politically inclined and unlike the US style, are fairly active in political agendas. Role of the State in the formative period The Sanbetsu Kaigi was a major union which easily rallied workers against the government and the government found that the leftist were using the unions to pressurize the government into meeting their demands by manipulating with the country’s production levels. The government realized that it would need to take matters into its own hands as by the end of 1948, the total production was still only 65% of the level which was produced in 1930-4 (Neary, 2002). The response to this issue came in the form of creating second unions and lock-outs on the part of organizations to decrease the reliance on the trouble-making militant groups. The second unions were more compliant and would be as large as the minimum required number of people to run the factory. The government responded by conducting a â€Å"red purge† which was aimed at removing communist factions from within unions and during the 1950s the government and SCAP (Supreme Commander of the Allied Powers) implemented policies to remove communist members from public posts and universities (Neary, 2002). We can therefore see that the state played a directly involved role in creating the structure of the unions and unlike free market economies where the market pressures dictate formulation of such entities, the government was forming the structures itself. Diversification of Interests and Organizations The trade union movement in Japan was legally liberalized over the next 10 years following the World War. The radical trade union movements which were steeped in leftist ideology were gradually overcome as the employers and organizations tried to maintain communication linkages with the workers and by using the intensive communication and offering humanitarian services. Trade unions in Japan are organized on the enterprise base unlike other countries where the trade unions are usually industrial or craft based (Tsujino, 1992). The enterprise based unions differ from other global unions because the members of this unions wish for the enterprise to succeed as it would result in greater salaries and better workplace atmosphere. Unlike trade unions meant for entire industries, these enterprise based unions have a clearer vision and goal. The Japanese trade unions hence become more employee oriented and lead to greater humanitarian concerns from the organizations. Trade Unions The trade union structure within Japan lies in the manner that the most basic unit is the enterprise trade union. This trade union falls within an industrial federation which is itself affiliated with a general peak union organization (Benson & Zhu, 2008). As of 2005 the number of unions stood at 61,178 which was a decline of 15. 3 percent from 1990. The total number of union members at the time amounted to 10,014,000 which was also a decline in the total number of members since 1990 at a declining rate of 18. 7 percent. The major national peak union federation in Japan is the Japanese Trade Union Confederation (locally known as Rengo) which constitutes 54 industrial union federations (as of 2006). Rengo itself was created in 1987 by a merger between 5 private sector peak union bodies. The unity is sketchy in the union movement and it lacks a unifying factor. Two other major peak union bodies which have surfaced are: the National Confederation of Trade Unions (Zenroren), a militaristic and highly political-agenda union peak body and The National Trade Union Council (Zenrokyo). The total percentage of union members within these 3 bodies amounts to 75. 6% as of 2003 (Benson & Zhu, 2008). Employers’ Associations Associations which are legally recognized by the state are often referred to as Employers’ associations. Unlike other countries, Japan has one major employers’ association which basically covers all the country’s private enterprises under its umbrella. The Japan Federation of Employers’ Associations (Nikkeiren) is the body which represents and coordinates the body dealings with labour and social issues in the state. All the employers’ associations are coordinated within this body and aims to increase cooperation between the associations. Nikkeiren is composed of 47 prefectural and 54 industrial associations and in totality covers around 30,000 corporations. Even though the body does not negotiate on the part of its members, it does take interest in the negotiation process (International Labour Organization, 1994). The role of the state in employment relations Unlike many western countries, the state actively participates in the employment relations and dictates the actions of the organizations and companies in formulating employee relationships and the level of benefits and services to be provided to the employees of an organization. The state keeps a role similar to a guardian as well as a supervising body for the employee relations to be maintained by an organization and the various employers’ associations and trade unions. Due to the turbulent past, the government does not leave the bodies with a free reign and supervises their actions and observes their policies vigilantly. It comes as no surprise then that the state plays a more involved role in Japanese employment relations as compared to that of the role played by Western countries such as USA and UK. Collective Bargaining Collective bargaining has been researched frequently for the context of Japanese businesses. Empirical studies have been conducted in this regard to see the correlation of the collective bargaining technique as a tool for unions with which to deal with labor demands. The evidence proves that there are important implications in the Japanese context regarding the collective bargaining as a tool for negotiations between labor elements and the organizations (Fuess, 2001). Collective bargaining in Japan is practiced at the enterprise level and union level rather than at the national level. Since the state simply plays a decisive role and allows the lower levels to conduct their own processes, enterprise level bargaining and shop floor mechanisms enables the unions and parties to conduct their processes in the most feasible manner (Silva, 1996). Joint consultation systems are practiced in Japan in this regard to facilitate the collective bargaining aspect and to decrease conflicts which may arise within the collective bargaining procedure. This system has proved effective given the country’s culture and organizational structures (Silva, 1996). Employee Participation and Involvement The employees participate on an enterprise level and hence the unions and associations basically constitute a organization specific movement. The enterprises create their own policies and then commonalities are identified which can then be implemented on a wider scale across the national board to maintain some consistency and ensure no injustice is done in certain localities. Since most associations are divided along numerous factors, such as geographical bounds and enterprise level, the nature of participants is mostly small scale. Unlike large union meetings, smaller gatherings of major players are conducted and they decide the direction for the meetings and the outcomes. Rather than a general meeting for all members to be present, Japanese system invites influential people from the associations to represent their parties and groups and to offer suggestions. Involvement is thus lower in Japan when compared to that of trade unions in western cultures and countries such as Germany, Canada, USA and UK. Industrial disputes, strikes and mediating institutions Since the past disputes which resulted in the government to become actively involved in the settlement of trade unions concerns, the Japanese have developed policies and labour laws for the purpose of decreasing the number of strikes and conflict scenarios which may arise between employees and organizations. Unlike the past where production level fell drastically in the 80s and 90s, the Japanese enterprise level unions have been critical in resolving employee concerns as soon as they stem up. Rather than using reactive measures such as lock-outs and firing employees, organizations have adopted preventive measures and ensure systems which would alert warning signals when employees became agitated. The situation can then be quickly resolved and the production levels and employee performance does not suffer so drastically. Economic Integration and Recent Changes The Japanese system of managing their workforce seems stable and has over time evolved to resolve the issues which occasionally arose. The current system is suitable for the local culture and since the Japanese culture is highly collectivist, this system is efficient for handling the specific concerns which arise time and again. The current globalization has led to a deeper interaction with western cultures which are quite different from the local Japanese culture but they have minimal effect as the Japanese culture does not become too effected by this interaction and the local system still suits the organizational structures the best. SUMMARY AND CONCLUSIONS By looking into the Japanese Employment Relation model we have been able to see the gradual transition and development of the employees interactions with organizations and the various entities which play an important role in determining the employee relation policies and practices. The paper has been able to draw a picture of the national situation and has analyzed the employee relations comparing it to western standards creating a better understanding of the local deviation from the western style of handling employee relations. What we have come to understand is that the trade unions are basically a political tool used by the citizenry in manipulating government decisions and this has led to a government vigil over these entities processes. The government closely supervises the enterprises and corporations and has developed a forward integrated union system which works on the enterprise level, hence reducing the damage which may be caused by a revolt or strike by certain workers. The government has divided the entities into miniscule units for closer supervision and has actively participated in monitoring these entities. The sources shed light and support the arguments and facts stated thereby creating a solid argument regarding the employee relation model and consolidating the statements said therein.

Thomas Hobbes Leviathan - 801 Words

The true essence of Thomas Hobbes’ Leviathan is a well-constructed story that examines human nature. Hobbes’ introduces Leviathan during a chaotic period filled with death and a voyage of human expansion, which leads to the creation of a logical and sustainable society. This society is the commonwealth and led by a sovereign. Upon first analysis, Hobbes’ explanation of the alteration to the commonwealth is questionable. Some weaknesses in Hobbes’ Leviathan can be easily found: the inconsistency of natural law with suicide and that of civil law to honor. Hobbes addresses some of these concerns head-on and seems to disregard others, however, he does tackle the most obvious protestation to his theory: the unrestricted and unstrained authority†¦show more content†¦By defining law of nature, Hobbes describes the core of human nature. Every human act, conscious or unconscious, aims at survival. According to Hobbes, the idea of self-preservation is the only constant norm found in the actions of humans. Hobbes contends that man seeks power in order to ensure that no man will be able to take away their self-preservation, due to their endless appetite for self-preservation. Stemming from man’s thrust for power over one another, constant fighting and war emerges to ensure their survival. (Fukuyama 1992) It does not matter how much power one man currently posses, he must continually gain more and more power, for this is the only avenue to guarantee his self-preservation. Crocker, Lester G. Rousseaus Social Contract; an Interpretive Essay. Cleveland: Press of Case Western Reserve University, 1968. Fukuyama, Francis. The End of History and the Last Man. London: Penguin, 1992. Hobbes, Thomas, and E. M. Curley. Leviathan: With Selected Variants from the Latin Edition of 1668. 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The Morality Of Sex Is An Arguable Topic Among Many...

â€Å"Either is moral, provided only that both parties take the relationship seriously and that it is based on values.†- Ayn Rand The morality of sex is an arguable topic among many individuals. How we ought to view sex and the purpose of sex (if any) can be differently apprehended from person to person. Is our human nature modified for long or short-term relationships? And if so, what kind? Monogamous, polygamous, or none at all? Turns out, people are adapted to all kinds of relationships, but our choice is dependent on factors such as gender, age, religion, and our environment surrounding us. Sex is natural and okay—it is not anything to be ashamed, guilty or embarrassed of, so long that it is done in a moral way. So let’s go ahead and define what is moral in terms of sexual relationships, first for ethicist Alan H. Goldman. Goldman strongly believes a reasonable interpretation of sex to morality is required, that neither depletes its significance in a system of value or underappreciates the pleasurable feeling associated with sex. By viewing sex just as it is, as plain sex, a â€Å"conceptual equilibrium† can be attained. He also notes how sex is misrepresented in philosophical writings by associating a specific intention or goal with sex, such as reproduction or interpersonal awareness. What Goldman believes sex is not, is for reproduction. He states that marriage symbolizes the investment to a family life, not a sexual relationship. By associating such views with sex, it isShow MoreRelatedSame Sex Marriages Should Be Allowed: Research and Analysis3234 Words   |  13 PagesDiscussion 3 Task A: An Arguable Working Thesis Statement Main Points Research 3 Task B: The Annotated Bibliography 4 Putting the Pieces Together 11 The Overview 11 The Facts 11 The Final Conclusion 12 The Same-Sex Marriage Introduction and Background A marriage amongst two individuals of the same sex individuality and/or same genetic sex is known as gay marriage or same-sex marriage. The supporters particularly refer the possibility to perform a marriage of the same sex or lawful appreciationRead MoreGp Essay Mainpoints24643 Words   |  99 Pages Sports and Media 8. Foreign Aid a. How effective is Foreign Aid? 9. Migration a. Is migration/having foreigners good? 10. Subjects a. Literature b. History c. Mathematics d. Universal language 11. Businesses a. Business morality b. Charities as businesses 12. Democracy a. Good vs. Bad 13. Social Issues (only stats provided) a. Gender b. Family c. Equality 14. Governance a. World Governance 15. Others a. Cooperation b. Education c. Crime Read MoreStrategic Human Resource Management72324 Words   |  290 Pagesstrategic plan into functional activities is found in Strategic Marketing Management by Wilson, Gilligan and Pearson: ï  ¬ ï  ¬ ï  ¬ Corporate strategy, which deals with the allocation of resources among the various businesses or divisions of an organisation Business strategy, which exists at the level of the individual business or division, dealing primarily with the question of competitive position Functional level strategy that is limited to the actions of specific functions within specific businesses.

The Role Of Outdoor Activities For Special Educational Needs

This essay aims to discuss the role of Outdoor Activities for people with Special Educational Needs (SENs) and to explain the implications of relevant legislation to outdoor education practice. A legal meaning can be applied to SEN: â€Å"The Education Act 1996 legally defines children with SEN as children who have a considerably greater difficulty in learning than others the same age. SEN includes consideration for communication, physical and sensory, emotional difficulties that require support, this includes children who are not necessarily disabled† (SEN, Wales). Many SENs can be encountered when participating or leading an outdoor activity, each holding different barriers to participation, or the level of participation that an individual can experience. This essay aims to focus on two commonly observed conditions; Attention Deficit Hyperactivity Disorder (ADHD) and Behavioural, Emotional and Social Difficulties (BESD). 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HRD Sample Free Essays

Drawing from theories and models that inform adults and organisational learning, critically evaluate an HRD program or intervention that you deliver or have personally experienced. Introduction This essay looks into a learning program which was personally delivered. It aims to critically evaluate the effectiveness of the program by drawing upon relevant theories and models revolving around adult and organisational learning. We will write a custom essay sample on HRD Sample or any similar topic only for you Order Now Theories are used to substantiate the step by step processes undertaken in the program as well as to critique the areas which could have been performed better or were carried out uccessfully by the program coordinators. This essay is told from the perspective of a facilitator’s role in which I was primarily involved in. At the end of this essay, we hope to understand how a successful HRD learning program should be run and what factors significantly influence its success. Learning Program The selected program used throughout this essay as a case study is the ‘Combat Medical NSmen Ops Refresher Training. The program involved me as one of the key facilitators which was conducted during my national service time. The objective was to ensure the competence of the National Service (NS) men in carrying out their edical responsibilities and performing up to expectations when the time arises for them to do so in future. This was carried out by first refreshing the NSmen’s theoretical knowledge of specific medical subject matter, i. . various emergency surgical procedures, that was taught during their NS days. Typically conducted annually, the refresher training would see the NSmen undergoing classroom learning followed by a practical hands-on session of role playing, after which they would be tested under a controlled, simulated setting as a form of learning assessment. The refresher training was a one-day program carried out in the compounds of t he Singapore Armed Forces Medical Training Institute (SMTI). The facilitators comprised of regular senior medical officers and fulltime national servicemen (NSFs), of whom I was one of them. The seniors acted as supervisors while the NSFs were more primarily involved in running the program on the ground. Teaching and demonstrations were conducted by NSFs while assessment was done by the senior officers. The age group of the NSmen participants ranged from 30 to 40 years old, thus the target audience was specific to older adult learners who were most likely married or some even fathers. The program was catered to a batch group of 20 NSmen with 2 facilitators assigned. The four stages of HRD HRD is an ongoing learning process involving training and development activities which seek to groom individuals’ skills for the purpose of enhancing organisational productivity (Swanson Holton 2 ) Adult learning talls within the HRD learning process. Knowles (1998) mentioned that adults tend to follow andragogical assumptions of learning such that firstly, the learning should have practical value for applying in real-life situations and problems. Next is for the learning to utilise the knowledge inherent in the adult and lastly it should actively engage him/her. All hese are reflected in the medical refresher program and will be explained through a series of four step by step stages namely the needs investigation, design, implementation and evaluation stages. HRD Needs Investigation (HRDNI) HRDNI refers to the process of identifying how much is known by the participants prior to the program against what is expected of them to know based on the learning objectives set out (Tovey Lawlor 2008; Rothwell Kazanas 1989). It represents an organized way to determine if a HRD solution is needed in the first place. It helps identify the content and learning objectives, the population, resources required, as ell as context and organisational politics. Behind every successful HRD learning program is a good HRDNI carried out in the beginning. The refresher program showed that HRDNI was conducted successfully as clear learning objectives, competencies and learning outcomes were established (Delahaye 2011). The needs were determined through the two levels of HRDNI: surveillance and investigation (Delahaye 2011). Program coordinators had long been monitoring how competent NSmen were in carrying out their medical duties upon completion of their NS time. Through the observation of several past reservists’ in-camp trainings where these NSmen were required to demonstrate their medical proficiency in a simulated battlefield environment, their quality and competencies were analysed. Data was gathered through the means of organisational records and observations (Delahaye 2011). It was found that most NSmen were unable to remember much of what they had learnt during their NS days and thus, lacked in several key competencies. One of which was the ability to remember the medical apparatus to be used in assisting the surgeon in the surgical procedures. Thus, as a result of HRDNI, the ‘Combat Medical NSmen Ops Refresher Training learning program came about as form of HRD ntervention. Its aim was to keep NSmen constantly up to date with their medical roles so that when a real emergency breaks out in Singapore, they would be ready for it. Although the need for refresher training was correctly identified by program coordinators, the HRDNI could have been more specific to seek the opinions of the participants as well. Conducting such a program meant that more time, be it for work or family, had to be sacrificed by the working adults so that they could attend. Moreover, not all might feel the need for the refresher as they might be confident of their own knowledge. Thus one investigatory method to gather their opinions would be through holding an online survey questionnaire weeks before the commencement of the program. The questionnaire could ask them for their current level of knowledge and ask if the refresher would be effectively catering to their needs, also for their level of interest in participation. Curriculum Design This is the second stage once HRDNI nas been completed Curriculum represents tn systematic process of putting the learner through action (Smith Lovat 2003). This stage involves matching the learning structure to the characteristics of the adult learners (Delahaye 2011). To do this, constructive alignment needs to take place. This means that the expected actions the learner has to emulate based on the learning objectives must be coherent with the teaching and assessment style (Biggs Tang 2007). The refresher program was successful in achieving constructive alignment as the objective to instil confidence in the NSmen to showcase their medical proficiency in carrying out the surgical procedures was well reflected by the practical role- playing sessions demonstrated and taught by the facilitators. The design structure of the refresher program followed closely to Delahaye’s (2011) Hierarchy of Learning Outcomes (HLO) model. The model emphasizes the progression from explicit to tacit knowledge and this was seen in the program as facilitators made use of instrumental to communicative learning. The program outlined movements from basic to intermediate to complex, Just as how HLO mentions in its five categories of programmed knowledge, task, relationship, critical thinking and meta-abilities. The refresher program started off with programmed knowledge which was in the form of classroom-based learning to provide the factual and theoretical knowledge to the NSmen. It then moved into task where they were required to be analytical in a role- laying scenario. That involved a linear, diagnostic and complex analysis which in short, refers to using simple information-processing, interpretation, problem solving and decision making skills. The role-playing session incorporated discussions and effective team play as well, which in turn worked on a relationship level of interpersonal communication between participants. The program ended off with action learning where participants were encouraged to use mental agility under the meta-abilities category to be able to think clearly under pressure, when performing their learning assessment in a controlled environmental setting. The HLO progression was mapped in accordance to the learning characteristics of the NSmen participants. Facilitators took into consideration that because the participants were older learners, the learning environment created was a similar aged batch of between 30 and 40 years old so that they would feel more comfortable and safe (Delahaye ; Ehrich 2008). Older learners tend to be involved in complex learning, occasionally switching from being dependent to independent learners and thus passively seeking and actively seeking knowledge, respectively. Hence, the design of the refresher program ensured a combination of various learning trategies to meet to these adult learners’ characteristics. These strategies will be covered under the implementation stage later. It was indeed a good initiative by the facilitators to find out the basic characteristics of their adult learners and thus used HLO as a step by step process to teach them. However, there is room for improvement. All adult learners have different learning styles and so a good HR designer would pay close attention to finding out what styles their participants fall under. This can be done by issuing out a learning style questionnaire which will seek o determine if a participant is a reflector, theorist, pragmatist or activist (Honey Mumford 1992). Each learning style will differently influence the way an individual learns, and so will impact the design ot a learning program. However, an individual may also have at times a combination of both styles. Thus, a good designer should strive to integrate all four styles in any learning program. Implementation This third stage of the HRD process covers the skills required of a HR developer who is also known as the facilitator. In other words, this section analyses how effective or killed the facilitators are in conducting the learning program, based on the participants’ level of engagement. It also covers the various learning strategies used. As one of the facilitators of the refresher program, I exhibited strong micro-skills of questioning and responding, and a high level of enthusiasm, channelling the energy positively to the participants. Delahaye (2011) pointed out that such skills are important in the delivery of a learning program, but are often overlooked by HR developers. Feldman (2007) agrees that with greater enthusiasm demonstrated, the higher are the chances of learner accomplishment. As for the learning strategy, a structured style was used in the beginning stage of the refresher program. This took the form of lecture-style learning. Delahaye (2011) regards lecture as structured due to the teacher-student controlled form where the teacher assumes full responsibility over the learning of the student and controls what and how the student will learn. Facilitators conducting the lecture used PowerPoint presentation to recap the relevant theoretical knowledge of the emergency surgical procedures. The slides included detailed photographs showing how each procedure was to be carried out step by step. This was complemented with a set of the hardcopy handout slides so that the NSmen could write notes throughout. On top of that, the whiteboard was used simultaneously by the facilitator to Jot down the key points of the presentation. This ensured an appropriate usage of visual aids to appeal to the adult learners (Delahaye 2011). The lecture-style teaching made use of instrumental learning, one of the three transformational adult learning domains (Mezirow 2009). Instrumental allows learning to be controlled and can manoeuvre the environment. Under it is the knowledge generation process of combination which sees a transfer of explicit to ven more complex explicit knowledge (Nonaka ; von Krogh 2009). The PowerPoint presentation, for instance, got the NSmen to combine the explicit knowledge they were looking at and listening to with their own explicit knowledge, thus leading into a process of re-sorting and re-understanding of their inherent knowledge. Another point to make was that sufficient breaks were given throughout the lecture presentation so as to space out the learning and carry out part learning so that participants could digest the information better, especially since older learners dislike having big chunks of information (Grattan 1955; Miller 1956). These were some of the principles of learning highlighted during the structured strategy. Subsequently, in the refresher program, the learning strategy shifted from structured to semi-structured. After the theoretical bit was covered, facilitators proceeded onto the practical, hands-on session. The knowledge Just learnt or recapped was to be applied on mannequins which acted as causalities. Here, the actual whole tray of medical apparatus needed for the surgical procedures is introduced to the NSmen participants, after seeing pictures of them in the PowerPoint slides and the hardcopy andouts. Participants were divided into 4 groups ot 5 in which each group nad a mannequin and a set of tools to work with. Each facilitator was assigned to 2 groups to firstly demonstrate the correct techniques and steps to perform the emergency surgical procedures, using the apparatus provided. Participants observed carefully to learn the steps that they would later be tested, in what was actually known as modelling, one of the 3 basic types of learning. Modelling refers to copying an action after observing how it is done (Bandura 1977; Gardner et al. 1981). Facilitators of the efresher program aimed to see an exchange of tacit to tacit knowledge between the participants and themselves in a socialisation process. This was achieved through the modelling learning behaviour. The semi-structured strategy using the mannequins was a form of role-playing as within each group, participants took turns to role play as surgeons and assistants to the surgeons. This role-playing also helped to strengthen the HLO in areas of forging better interpersonal relationships and the use of group processes, Just to name a few (Delahaye 2011). On a separate point, ole-playing illustrates that the NSmen participants also underwent communicative learning, which is known to be a learner’s effort to relate to another to understand each other’s viewpoints (Mezirow 2000). Evaluation This last stage of the HRD process signifies the importance for proper assessment methods. The evaluation technique that was used for the ‘Combat Medical NSmen Ops Refresher Training program was the assessment of learning. This assessment, as stressed by Delahaye (201 1), paves the way for measuring the effectiveness of the learning program, allowing the examiners to gauge how useful the program had een for the participants as well as to see if the learning objectives set out from the start had been met in the end. In addition, assessment offers feedback for both the adult learner and HR developer. Through it, they can identify their strengths and weaknesses so that they can make necessary amendments to make their learning processes more effective in future. Out of the six types of assessment of learning methods available, the refresher program used performance tests, which proved to be the most suitable form of evaluation due to the complex nature of the program (Delahaye 2011). Following on after the role-playing session of using the mannequins and medical tools, the NSmen participants were made to undergo a performance test in the outdoors open field which simulated an actual situation of what it would likely be in an actual war zone battlefield environment where the NSmen would encounter multiple casualties suffering from different kinds of wounds and war injuries. They would be required to think on their feet using mental agility, under a stressful environment, of which of the following emergency surgical procedures learnt would be best used for treatments. As said by Delahaye (201 1), performance tests need to be conducted by highly skilled trainers whose evaluation makes use of their tacit knowledge. Thus, the assessment of the program was a success as it brought in the senior medical officers, who have years of experience in the field, to evaluate the performances of the NSmen. This also served to be a non-biased evaluation as the seniors were not involved in running the on ground training. In evaluation, a pre- designed evaluation criteria form was used by the senior officers so as to quantify the observed results (Thorndike 2007). The results were then snowed to the NSmen articipants during the program debrief. The outcome of the performance test showed a match to the adult learners’ HLO, identified in the curriculum design stage, in the categories of programmed knowledge; and task and relationship. It also successfully tested the learners’ action learning process of critical thinking and meta- abilities. Conclusion This essay has looked at the ‘Combat Medical NSmen Ops Refresher Training’ as a learning program which served as an HRD intervention based on the needs investigation conducted. It found that a refresher program would be beneficial to the NSmen in helping them to familiarise with the medical proficiency knowledge they are required to demonstrate in their annual reservist in-camp trainings. This essay thus went on to elaborate the four stages involved in influencing this successful HRD learning program using theories primarily from adult learning. Following on from a thorough HRDNI, the design of the program saw that a necessary constructive alignment was made between the teaching style and the characteristics of the adult learners. The HLO model was used in this stage. As for the implementation, the acilitators of the program demonstrated strong micro-skills as well as using structured and semi-structured learning strategies through a PowerPoint presentation and role-playing session which reflected on instrumental and communicative learning for the adult learners, respectively. The final stage was the evaluation of the program in which a performance test was carried out as a specific assessment of learning method. Word Count: 2566 Reference List Bandura, A 1977, Social learning theory, Prentice Hall, New Jersey. Biggs, JB Tang, C 2007, Teaching for quality learning at university: what the student does, 3rd edn, Open University Press, Maidenhead. Delahaye, B Ehrich, L 2008, ‘Complex learning preferences and strategies of older adults’, Educational Gerontology, vol. 34, pp. 649- 662, viewed 30 August 2012, Emerald Database. Delahaye, B 2011, Human resource development: managing learning and knowledge capital, 3rd edn, Tilde University Press, Prahran Australia. Feldman, KA 2007, ‘Identifying exemplary teachers and teaching: evidence from students’ ratings’, Perry, RP ; Smart, JC (eds. ), The scholarship of teaching and learning in higher education: an evidence-based perspective, Springer, AA Dordrecht, Netherlands. Gardner, G, Innes, JM, Forgas, JP, O’Driscoll, M, Pearce, PL Newton, JW 1981, Social psychology, Prentice Hall, Sydney. Grattan, CH 1995, In quest of knowledge: a historical perspective on adult education, Association Press, New York. Honey, P Mumford, A 1992, The manual of learning styles, Peter Honey, Maidenhead, I-JK. Knowles, MS 1998, The adult learner: a neglected species, 5th edn, Gulf, Houston. Long, HB 2002, Teaching for learning, Malabar, Florida, Krieger. Mezirow,J 2000, ‘Learning to think like an adult: core concepts of adult learning theory, in Mezirow, J (ed. ), Learning as transformation: ritical perspectives on a theory in progress, Jossey-Bass, San Francisco. Mezirow,J 2009, ‘Transformative learning theory, in Mezirow, J Taylor, EW (eds. ), Transformational learning in practice: insights from community, workplace and higher education, Jossey-Bass, San Francisco. M GA 1956, ‘The magical number seven plus or minus two: some limits on our capacity for processing information’, Psychological Review, vol. 63, pp. 81-97, viewed 30 August 2012, Emerald Database. Nonaka, I von Krogh, G 2009, ‘Tacit knowledge and knowledge conversion: controversy and advancement in organizational knowledge creation’, Organization Science, vol. 0, no. 3, pp. 35-652, viewed 28 August 2012, Proquest Database. Rothwell, W] Kazanas, HC 1989, Strategic human resource development, 4th edn, Englewood Cliffs, Prentice Hall, New Jersey. Smith, DL Lovat, TJ 2003, Curriculum: action on reflection, 4th edn, Social Science Press, Tuggerah, NSW. Swanson, RA Holton, EF 2001 , Foundations of Human Resource Development, Berrett-koehler, San Franc isco. Thorndike, RM 2007, Measurement and evaluation in psychology and education, 7th edn, Prentice-Hall, Upper Saddle River, New Jersey. Tovey, MD Lawlor, DR 2008, Training in Australia, 3rd edn, Pearson Education, Frenchs Forest, NSW. How to cite HRD Sample, Papers

HBS Minolta Case Study - Get Free Sample & Solution Here

Question: 1. Based on your assessment, what is the central problem facing Minolta?2. Identify and explain in Substantive Detail Each of the several different strategies that Minolta can use to reduce the gray market problemas discussed in the case. Discuss in Substantive Detail the various Advantages and Disadvantages of each strategy being considered?3. Other than those already considered in the case, identify further strategies which you suggest that be used in Addition to curb the gray market problem faced by Minolta. Discuss the Advantages and Disadvantages of each strategy you suggest.4. Based on the identification and discussion of the Advantages and Disadvantages of various strategies in (b and c) above, which strategy(ies) would you recommend to be implemented to resolve Minoltas gray market problem? Why? Fully defend your suggestion.5. Based on the various readings as well as the video lecture, do you think it is possible for firms to standardize price for all the country markets they operate in? Identify and discuss some factors that prevent the standardization of pricing on a global basis. Answer: 1. As per the analysation, the major issues which are faced by Minolta are mainly related to stabilisation of the global market. Some of the adaptations which follows are: There is a continuous need for a better standardisation to ask for better strategies in marketing depending upon how the external and the internal forces are working. In the letter that came from one of the retailers, clearly highlighted that there were problems in moving the Minolta camera to Germany, where the retail market was selling the product at a comparatively lower price. (Joung, 2014). The unfair competition in the price lead to the flow of irregularity in the export business and the business has come to the verge of extinction. It has become important to take care of the account and take care of the services which will lead to appointment of the distributors to a better extent. On continuous analysation, there was important of the sales to rise as per the management had decided, so some rigorous steps need to be take in order to rapidly improve the sales and the capacity of production. It is important to determine the role of how the mixture of marketing has brought down distribution, leading to change in the objectives. The import and export had to select the proper member and channelling out their performance as per their structural decisions. The productivity and the functioning depends on how the strategies are being able to make a customised approach to assume that the communications are mainly for bringing a recognised approach to buy a product. The intensity to manage different levels and predicting a better way to manage those intensive levels, thereby, executing the strategies of marketing at a proper level. (Maddies et al., 2014). The major problem faced by is about the risk from all the foreign organisations which could be homogeneous as there will a financial difference, thereby, disturbing the economy of the nations. 2. The higher sales try to advertise the costs which bring a requirement to manage the loss and bring in the terminations point which will give a reason to terminate the cost at which the marketing merchandise comes at stake. Some of the strategies that were adopted were: There was sales as per some of the small factions which led to diversified line of products, thereby, leading to an improvement in the management and hike in the sales. But this could be a problem too as the price was moderate but they had to sell it to maintain their equipment and organisation. To highlight the decisions, there is a need for managing the global market putting a limitation to the risks which can cause problems to the investments and credit rating. The services try to distribute and stuck out all the adequate amounts which will try to invest at a higher sale and turnover is better to control the delivery systems. (Munyiri, 2014). After ups and downs, Monolta started with the better distribution of the sales of the products, keeping in mind that every customer is provided with a proper service which could be helpful for the improvement in the demand of the company. As per the expectations, there are certain departments which had to face a big time to decide what to buy and which camera will be more long lasting. The approach to considerably provide a warranty to all the clients who are buying the product, has been a real important and beneficiary scheme, which helped to change the different pricing and the quality. (Terpstra, 2014). It is important to analyse the approach of the market scheduling, but some of the defective products could even cause problems in the sales and the overall market price of the company. 3. The process and the standardisation program are the main aspects which lead to orientation globally. (Kilian Murphy, 2014). It is important for the development and procedure that one could solidify an approach which would be able to have a mixture comprising of better designing and branding along with packaging, pricing and promotion of sales through advertisement. To curb the problems, there could be certain advantage or disadvantage for: One could even look forward for better customer relation management where the customers could review the usage of the product and try to outline whether it is efficient and what changes could be done in the model. This will help in knowing the demand of the customer and also help in evaluating the product accordingly. But as a disadvantage, there can be problem, as diversified people will have different thoughts and that will shake the budget of the company to get the desired product. There could be a change in the price and the subsidy rates with which there is import and export accordingly and there will be not much issues regarding the expenditure as well. (Data Tough, 2014). But there could be a problem in the management as there will be more demand of the product and the manufacturing has to be done in short time for large customers, which could degrade the quality of the product too. To analyse and make changes in the organisation, certain work can be done which will bring a stop to the grey export business rather help in easy identification and purchase of the product depending upon the fraction with which the sailors are trying to smuggle and ordering to make up to the best import and export business. 4. the best strategy is to emphasise on the performance which will orient for the human resource system which will help in major emphasis and trial to reach to an integration which will be able to handle the large part of the finance, thereby, restructuring the approach which will be able to take hold of the companies and establishment to the foundation of the management and the preparation. This will helping the integration and process will be significant for attaining higher profits as well as better growth in all the status as well as improvement. The foundation leads to the improvement and the integration of the resources which has been able to concentrate and integrate the different controllers and the higher qualified image quality to bring the proper technological growth in the organisation. The business needs to respond to the market sales, thereby, creating a higher value marketing scheme which will be evaluated under the focus of the lenses and the technologies that are set up as the change in the product and the chain. (Tassy, 2014). The categorisation of the slim and the compact resolution, will help in improvement and expansion of the business sales and production on the basis of expansion as well as better sales network. The Minolta case has to be under the primal guidance so that they are able to give best services to its customers and try to bring an up gradation in the marketing business. As low prices, it becomes difficult to evaluate the product and subject for the discussions which could have problem in solving the discussions as well as difficulties. 5. The price of the firms could be standardised if there is a proper arrangement and there is a group work which is accepted and finished in time. (Telo, 2014). This will help in ignoring the problems related to the market growth. The major concept comes when there is a deadlock and better opportunities which will be able to high-held the grounds and help in finishing the implementation with better compatibility, which was not seen in case of Minolta. To reach the higher standards, the exchange rates of the currency should have been pre-planned which could have made the job easily and valuable for all the people to exhibit better position of exchange and trying to manage with the environment. (Greider, 2014). The factors which could be helpful for preventing the problem of standardisation are: There is a need for pre-conceptualisation in the industry which will be able to analyse and make decision as per the appropriate activities which could be sorted according to the technologies and the ideas, imposed. There is process where conceptualisation is important for positioning benefits and strength which will be leading to a more focused approach and so that there would have been no problem n exportation in Minolta case. The specifications need to be considered, implemented and offered as per the discussion which will be able to take of the audience and help in processing of the activities. The documents need to be completed under the standardised organisation which will encompass the efforts and consider the efforts to victory. The major mode is the implementation and the intellectuality which will embrace the standards to reach high level and attaining the attributed which will be helpful at a level. Reference Tel, M. (Ed.). (2014).European Union and new regionalism: competing regionalism and global governance in a post-hegemonic era. Ashgate Publishing, Ltd.. Kilian, L., Murphy, D. P. (2014). The role of inventories and speculative trading in the global market for crude oil.Journal of Applied Econometrics,29(3), 454-478. Tassey, G. (2014). Competing in advanced manufacturing: The need for improved growth models and policies.The Journal of Economic Perspectives,28(1), 27-48. Datas, I. Y. T. B., Tough, C. A. (2014). How to Address the Gray Market Threat Using Price Coordination.Image. Munyiri, M. M. (2014).Market entry strategies used by multinational corporations to enter into Kenyan market(Doctoral dissertation, University of Nairobi). Madis, T., Guellec, D., Prager, J. C. (Eds.). (2014).Patent Markets in the Global Knowledge Economy: Theory, Empirics and Public Policy Implications. Cambridge University Press. Joung, M. J. (2014). An Analysis of Patent System and Antitrust Law Issues in OLED Display Industry: Focusing on the Patent Strategy for Securing Technologies and Materials. Terpstra, V., Yu, C. M. J. (1990). Piggybacking: A quick road to internationalisation.International Marketing Review,7(4). Greider, W. (1998).One world, ready or not: The manic logic of global capitalism. Simon and Schuster.