Csr A Corporate Social Responsibility - 1807 Words

CSR Provision- Section 135. According to it, â€Å"Every company with a net worth of Rs. 500 crore or more, or turnover of Rs. 1,000 crore or more, or net profit of Rs. 5 crore or more in a financial year will have to form a corporate social responsibility (CSR) Committee of the Board consisting of three or more directors, out of which at least one director must be an independent director Also, as per the Act appointed Board to ensure spending in every financial year of at least two percent of the company’s net profits during three immediate financial years in pursuit of their CSR Policy. But in the case if the company has inadequate profits or it is not possible for the company to at least spend prescribed amount on CSR the Board of Directors are to give viable justification in their annual report, failing to which will be non-compliance. Interestingly there are no penalties as per Companies Act, 2013 for failing to spend on CSR but the Company will be penalized on failing to report their inability to spend on CSR. Hence the Rule is Either Do It or Speak It. Schedule VII covers a wide range of activities which can be undertaken by the Companies as a part of their CSR initiatives. CSR Objectives after its inclusion in the Companies Act The prime objective of the government in enacting CSR activities in legislation was to guide the Indian corporate sector to synergize the Corporate, Governments, Civil Society Organizations, Academic Institutions and SocialShow MoreRelatedCorporate Social Responsibility And Csr1566 Words   |  7 PagesSocial responsibility or also called Corporate Social Responsibility (CSR)- is the firm’s engagement (voluntarily initiated) in and its compliance (legally mandated) to environmental, social, and governance issues (The Foundation, 2014). Also, is based on stakeholder’s needs being financially sustainable, and CSR can come from both corporate or not-to-profit organizations. CSR has seven categories; Leadership, vision and values; Marketplace activities; Workforce activities; Supply chain activities;Read MoreCorporate Social Responsibility : Csr1232 Words   |  5 PagesCorporate social responsibility has become a buzzword within the industry in the last few years. Follow ing the financial market crash investors and stakeholders began looking at corporations to act more socially responsible. The meaning of social responsibility differs across regions. Western countries are the ones who are pushing for corporate social responsibility -thesis-- A broad overview at corporate social responsibility (CSR) looks to corporations to make a change in the society or the environmentRead MoreCorporate Social Responsibility ( Csr )1167 Words   |  5 PagesCorporate Social Responsibility Introduction Corporate social responsibility (CSR) is a concept which is also known as corporate citizenship, corporate conscience or in a simple way a responsible business. It is an integrated concept of self-regulatory business model for any organisation. Corporate Social Responsibility has been in practice for more than fifty years now, which has been adopted not only by domestic companies but also by transnational company with voluntary CSR initiativesRead MoreCsr : Corporate Social Responsibility Essay1285 Words   |  6 PagesCSR stands for Corporate Social Responsibility and it is a concept with many definitions and practices and also a buzzword in the media. In general, corporate social responsibility is the policies and programs of business corporations which tend to benefit society while improving a corporation’s public image and profitability at the same time. The meaning of it is implemented in different countries and companies differently. Warren Buffet said that it takes 20 years to build a reputation and onlyRead MoreCorporate Social Responsibility ( Csr )863 Words   |  4 Pagestechnology in the last century. The term of Corporate Social Responsibility appears more often into public’s concerned and it has become a hot issue in recent years. This essay is going to discuss and provide an overview of corporate social responsibility (CSR) by debate some key issue in this area. 1.2 What is Corporate Social Responsibility? In 1953, Bowen’s Social Responsibility of the Businessman firstly discusses the idea of corporate social responsibility. He states the relationship between societyRead MoreCsr : Corporate Social Responsibility1598 Words   |  7 Pages CSR stands for Corporate Social Responsibility. Corporate Social Responsibility (CSR) is defined by many groups like, Tata steel, Coca Cola, Reliance, Videocon etc. Although they all stand for similar meanings connecting to taking responsibilities of the society as a business individual, its definition has been getting broader from a established point of view, corporate social responsibility is a type of business instruction included in a business demonstration. CSR policy functions as a self-regulatoryRead MoreCorporate Social Responsibility ( Csr )1173 Words   |  5 Pages Corporate Social Responsibility (CSR) is highly important to Millennials. If a company is lacking a CSR plan, now it a good time to start one. Millennials are looking for ways in making a positive impact on the world and are expecting the same from companies. They are looking for companies that contribute to the betterment of communities and the environment. Millennials put great value in supporting such brands, companies and organizations that share these values. Companies without a CSR in placeRead MoreCorporate Social Responsibility ( Csr )1314 Words   |  6 PagesSocial responsibility has become a primal interest to the humankind for the past two decades. In the earlier days, the firms and organizations concentrated only on the financial part of the business and ignored the ethical, social and moral sectors. But in the recent times, the businesses are getting a grip of the significance of the social, ecological and environmental effects on their success. This has resulted in t he emerging interactions between organizations and social segments thus giving riseRead MoreCorporate Social Responsibility : Csr979 Words   |  4 PagesThe notion of Corporate Social Responsibility is a phenomenon globally known for many years. In spite of the fact that CSR has been neglected for quite a long time, nowadays several authors deal with this issue, as revealed by the development of theories in recent years concerning the topic. In spite of the fact that there has been a huge growth of literature it is still impossible to simply define CSR. Many definitions trying to capture the concept of CSR exist, but their content varies (MattenRead MoreCorporate Social Responsibility ( Csr )1370 Words   |  6 Pagesmore attention on the concept of Corporate Social Responsibility (CSR). The core issue is the appropriate responsibility of business. In as much as firms ought to obey the law, but beyond complete compliance with environmental laws, the question is whether firms have extra social responsibilities to commit part of their resources to environmental preservation voluntarily. This memo provides an exploratory investigation of the link between corporate social responsibility and the benefits accruing to a

People Management and Organisation Development Free Essays

string(155) " characteristics of a business or to the communication channels used by employees for responding to the needs of their role \(Cummings and Worley, 2014\)\." Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. We will write a custom essay sample on People Management and Organisation Development or any similar topic only for you Order Now The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation. 2.2.1 Key elements of the strategy The strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement. 2.2.2 Critical assessment of the strategy’s appropriateness According to the literature, organisational development is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). You read "People Management and Organisation Development" in category "Essay examples" The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the fo llowing fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly reduced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108. How to cite People Management and Organisation Development, Essay examples

Tanglewood Case Study 2 Essay Example For Students

Tanglewood Case Study 2 Essay Tanglewood Case 2 Table 1. 1 Markov Analysis Information Transition probability matrix Current Year Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit ( 1 ) Store associate 0. 43 0. 06 0. 00 0. 00 0. 00 0. 51 ( 2 ) Shift leader 0. 00 0. 54 0. 16 0. 00 0. 00 0. 30 ( 3 ) Department manager 0. 00 0. 00 0. 64 0. 06 0. 00 0. 30 ( 4 ) Assistant store manager 0. 00 0. 00 0. 06 0. 52 0. 08 0. 34 ( 5 ) Store manager 0. 00 0. 00 0. 00 0. 00 0. 66 0. 34 Forecast of availabilities Next Year (projected) 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit Previous year: Current Workforce ____ ( 1 ) Store associate 8,500 3655 510 0 0 0 4335 ( 2 ) Shift leader 1,200 0 648 192 0 0 360 ( 3 ) Department manager 850 0 0 544 51 0 255 ( 4 ) Assistant store manager 150 0 0 9 78 12 51 ( 5 ) Store manager 50 0 0 0 0 33 17 Gap analysis Next Year (projected) ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Year end total 3655 1158 745 129 45 (column sum) External hires needed 4845 42 105 21 5 (current workforce-total) Environmental Scan Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons. According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled. We also strive to hire an exceptional workforce. We will write a custom essay on Tanglewood Case Study 2 specifically for you for only $16.38 $13.9/page Order now One way we may want to go about hiring an exceptional workforce may be to hire motivated, intelligence college graduates. However, according to the environmental scan, we have found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative (and partially accurate) image of providing low pay, requiring long hours, and of their being frequent conflicts with lower-level employees. A Prelimiary Statement of the Action Plan for Hiring for Washington Next Year According to the forecast of labor requirements found in Table 1. 1, next year we will need 4,845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers, and 5 store managers. As a result of both these figures and our hiring policy of hiring internally and thus starting every employee at the lowest position, we will need to hire a large amount of store associates. We will keep most of them at the associate position and promote some of the more experienced associates into the managerial positions. We also must keep in mind our other hiring policies of developing talent and having exceptional workforce quality. In order to fulfill all of our hiring practices, we propose the following plan. We will hire at least 4,845 store associates to meet our projected needs for the next year. We will do this by attempting to dispel negative perceptions of retail store employment by providing higher pay and store discounts as well as offering flextime. We will also strive to have and to build exceptional workforce quality in a number of ways. We will work to improve job satisfaction by providing employees with task variety. We will allow store associates to work in different departments and to do different things from working the cash registers to designing and assembling in-store displays. We will also encourage teamwork by having contests between store departments and have parties to celebrate everyone’s hard work and to honor the winning team. Tanglewood’s comment system will also be stressed to show that although store associates are the lowest level position at Tanglewood, these people are one of the company’s most important assets and that their comments and suggestions are encouraged. We must keep in mind that associates are often the face of the company because they directly interact with customers. We must show them how important they are to Tanglewood. We may want to focus much of our efforts to recruiting high school students for these store associate positions. .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8 .postImageUrl , .u910751157e774034be254a17cf15eff8 .centered-text-area { min-height: 80px; position: relative; } .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8:hover , .u910751157e774034be254a17cf15eff8:visited , .u910751157e774034be254a17cf15eff8:active { border:0!important; } .u910751157e774034be254a17cf15eff8 .clearfix:after { content: ""; display: table; clear: both; } .u910751157e774034be254a17cf15eff8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u910751157e774034be254a17cf15eff8:active , .u910751157e774034be254a17cf15eff8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u910751157e774034be254a17cf15eff8 .centered-text-area { width: 100%; position: relative ; } .u910751157e774034be254a17cf15eff8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u910751157e774034be254a17cf15eff8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u910751157e774034be254a17cf15eff8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u910751157e774034be254a17cf15eff8:hover .ctaButton { background-color: #34495E!important; } .u910751157e774034be254a17cf15eff8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u910751157e774034be254a17cf15eff8 .u910751157e774034be254a17cf15eff8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u910751157e774034be254a17cf15eff8:after { content: ""; display: block; clear: both; } READ: Illustrations and Interpretations EssayEach store needs to have a large number of store associates and not very many managers. As a result, we do not want all of our associates to have a desire to move up into managerial positions. High school students may be the perfect match for this role because these candidates may just be looking for a part-time job to have in order to make some extra spending money and to gain some work experience. They may not want to have all the responsibility of a manager and they cannot work all of the hours required of a manager because they must go to school. We will also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the organization provided they learn what is necessary to hold these positions. Workers in this program will be paired up with exceptional workers so they can learn the culture and operations of Tanglewood quickly.

A Short History of the Nazi Party

A Short History of the Nazi Party The Nazi Party was a political party in Germany, led by Adolf Hitler from 1921 to 1945, whose central tenets included the supremacy of the Aryan people and blaming Jews and others for the problems within Germany. These extreme beliefs eventually led to World War II and the Holocaust. At the end of World War II, the Nazi Party was declared illegal by the occupying Allied Powers and officially ceased to exist in May 1945. (The name â€Å"Nazi† is actually a shortened version of the party’s full name: Nationalsozialistische Deutsche Arbeiterpartei or NSDAP, which translates to â€Å"National Socialist German Workers’ Party.†) Party Beginnings In the immediate post-World War I period, Germany was the scene of widespread political infighting between groups representing the far left and far right. The Weimar Republic (the name of the German government from the end of WWI to 1933) was struggling as a result of its tarnished birth accompanied by the Treaty of Versailles and the fringe groups seeking to take advantage of this political unrest. It was in this environment that a locksmith, Anton Drexler, joined together with his journalist friend, Karl Harrer, and two other individuals (journalist Dietrich Eckhart and German economist Gottfried Feder) to create a right-wing political party, the German Workers’ Party, on January 5, 1919. The party’s founders had strong anti-Semitic and nationalist underpinnings and sought to promote a paramilitary Friekorps culture that would target the scourge of communism. Adolf Hitler Joins the Party After his service in the German Army (Reichswehr) during World War I, Adolf Hitler had difficulty reintegrating into civilian society. He eagerly accepted a job serving the Army as a civilian spy and informant, a task that required him to attend meetings of German political parties identified as subversive by the newly formed Weimar government. This job appealed to Hitler, particularly because it allowed him to feel that was still serving a purpose to the military for which he would have eagerly given his life. On September 12, 1919, this position took him to a meeting of the German Worker’s Party (DAP). Hitler’s superiors had previously instructed him to remain quiet and simply attend these meetings as a non-descript observer, a role he was able to accomplish with success until this meeting. Following a discussion on Feder’s views against capitalism, an audience member questioned Feder and Hitler quickly rose to his defense. No longer anonymous, Hitler was approached after the meeting by Drexler who asked Hitler to join the party. Hitler accepted, resigned from his position with the Reichswehr and became member #555 of the German Worker’s Party. (In reality, Hitler was the 55th member, Drexler added the 5 prefix to the early membership cards to make the party appear larger than it was in those years.) Hitler Becomes Party Leader Hitler quickly became a force to be reckoned within the party. He was appointed to be a member of the party’s central committee and in January 1920, he was appointed by Drexler to be the party’s Chief of Propaganda. A month later, Hitler organized a party rally in Munich that was attended by over 2000 people. Hitler made a famous speech at this event outlining the newly created, 25-point platform of the party. This platform was drawn up by Drexler, Hitler, and Feder. (Harrer, feeling increasingly left out, resigned from the party in February 1920.) The new platform emphasized the party’s volkisch nature of promoting a unified national community of pure Aryan Germans. It placed blame for the nation’s struggles on immigrants (mainly Jews and Eastern Europeans) and stressed excluding these groups from the benefits of a unified community that thrived under nationalized, profit-sharing enterprises instead of capitalism. The platform also called for over-turning the tenants of the Treaty of Versailles and reinstating the power of the German military that Versailles had severely restricted. With Harrer now out and the platform defined, the group decided to add in the word â€Å"Socialist† into their name, becoming the National Socialist German Workers’ Party (Nationalsozialistische Deutsche Arbeiterpartei or NSDAP) in 1920. Membership in party rose rapidly, reaching over 2,000 registered members by the end of 1920. Hitler’s powerful speeches were credited with attracting many of these new members. It was because of his impact that party members were deeply troubled by his resignation from the party in July 1921 following a movement within the group to merge with the German Socialist Party (a rival party who had some overlapping ideals with the DAP). When the dispute was resolved, Hitler rejoined the party at the end of July and was elected party leader two days later on July 28, 1921. Beer Hall Putsch Hitler’s influence on the Nazi Party continued to draw members. As the party grew, Hitler also began to shift his focus more strongly towards antisemitic views and German expansionism. Germany’s economy continued to decline and this helped increase party membership. By the fall of 1923, over 20,000 people were members of the Nazi Party. Despite Hitler’s success, other politicians within Germany did not respect him. Soon, Hitler would take action that they could not ignore. In the fall of 1923, Hitler decided to take the government by force through a putsch (coup). The plan was to first take over the Bavarian government and then the German federal government. On November 8, 1923, Hitler and his men attacked a beer hall where Bavarian-government leaders were meeting. Despite the element of surprise and machine guns, the plan was soon foiled. Hitler and his men then decided to march down the streets but were soon shot at by the German military. The group quickly disbanded, with a few dead and a number injured. Hitler was later caught, arrested, tried, and sentenced to five years at Landsberg Prison. Hitler, however, only served eight months, during which time he wrote Mein Kampf. As a result of the Beer Hall Putsch, the Nazi Party was also banned in Germany. The Party Begins Again Although the party was banned, members continued to operate under the mantle of the â€Å"German Party† between 1924 and 1925, with the ban officially ending on February 27, 1925. On that day, Hitler, who had been released from prison in December 1924, re-founded the Nazi Party. With this fresh start, Hitler redirected the party’s emphasis toward strengthening their power via the political arena rather than the paramilitary route. The party also now had a structured hierarchy with a section for â€Å"general† members and a more elite group known as the â€Å"Leadership Corps.† Admission into the latter group was through a special invitation from Hitler. The party re-structuring also created a new position of Gauleiter, which was regional leaders that were tasked with building party support in their specified areas of Germany. A second paramilitary group was also created, the Schutzstaffel (SS), which served as the special protection unit for Hitler and his inner circle. Collectively, the party sought success via the state and federal parliamentary elections, but this success was slow to come to fruition. National Depression Fuels Nazi Rise The burgeoning Great Depression in the United States soon spread throughout the world. Germany was one of the countries to be most affected by this economic domino effect and the Nazis benefitted from the rise in both inflation and unemployment in the Weimar Republic. These problems led Hitler and his followers to begin a broader campaign for public support of their economic and political strategies, blaming both the Jews and communists for their country’s backward slide. By 1930, with Joseph Goebbels working as the party’s chief of propaganda, the German populace was really starting to listen to Hitler and the Nazis. In September 1930, the Nazi Party captured 18.3% of the vote for the Reichstag (German parliament). This made the party the second-most influential political party in Germany, with only the Social Democratic Party holding more seats in the Reichstag. Over the course of the next year and a half, the Nazi Party’s influence continued to grow and in March 1932, Hitler ran a surprisingly successful presidential campaign against aged World War I hero, Paul Von Hindenburg. Although Hitler lost the election, he captured an impressive 30% of the vote in the first round of the elections, forcing a run-off election during which he captured 36.8%. Hitler Becomes Chancellor The Nazi Party’s strength within the Reichstag continued to grow following Hitler’s presidential run. In July 1932, an election was held following a coup on the Prussian state government. The Nazis captured their highest number of votes yet, winning 37.4% of the seats in the Reichstag. The party now held the majority of the seats in the parliament. The second-largest party, the German Communist Party (KPD), held only 14% of the seats. This made it difficult for the government to operate without the support of a majority coalition. From this point forward, the Weimar Republic began a rapid decline. In an attempt to rectify the difficult political situation, Chancellor Fritz von Papen dissolved the Reichstag in November 1932 and called for a new election. He hoped that support for both of these parties would drop below 50% total and that the government would then be able to form a majority coalition to strengthen itself. Although the support for the Nazis did decline to 33.1%, the NDSAP and KDP still retained over 50% of the seats in the Reichstag, much to Papen’s chagrin. This event also fueled the Nazis’ desire to seize power once and for all and set in motion the events that would lead to Hitler’s appointment as chancellor. A weakened and desperate Papen decided that his best strategy was to elevate the Nazi leader to the position of chancellor so that he, himself, could maintain a role in the disintegrating government. With the support of media magnate Alfred Hugenberg, and new chancellor Kurt von Schleicher, Papen convinced President Hindenburg that placing Hitler into the role of chancellor would be the best way to contain him. The group believed that if Hitler were given this position then they, as members of his cabinet, could keep his right-wing policies in check. Hindenburg reluctantly agreed to the political maneuvering and on January 30, 1933, officially appointed Adolf Hitler as the chancellor of Germany. The Dictatorship Begins On February 27, 1933, less than a month after Hitler’s appointment as Chancellor, a mysterious fire destroyed the Reichstag building. The government, under the influence of Hitler, was quick to label the fire arson and place the blame on the communists. Ultimately, five members of the Communist Party were put on trial for the fire and one, Marinus van der Lubbe, was executed in January 1934 for the crime. Today, many historians believe that the Nazis set the fire themselves so that Hitler would have a pretense for the events that followed the fire. On February 28, at the urging of Hitler, President Hindenburg passed the Decree for the Protection of the People and the State. This emergency legislation extended the Decree for the Protection of the German People, passed on February 4. It largely suspended the civil liberties of the German people claiming that this sacrifice was necessary for personal and state safety. Once this â€Å"Reichstag Fire Decree† was passed, Hitler used it as an excuse to raid the offices of the KPD and arrest their officials, rendering them nearly useless despite the results of the next election. The last â€Å"free† election in Germany took place on March 5, 1933. In that election, members of the SA flanked the entrances of polling stations, creating an atmosphere of intimidation that led to the Nazi Party capturing their highest vote total to-date, 43.9% of the votes. The Nazis were followed in the polls by the Social Democratic Party with 18.25% of the vote and the KPD, which received 12.32% of the vote. It was not surprising that the election, which occurred as a result of Hitler’s urging to dissolve and reorganize the Reichstag, garnered these results. This election was also significant because the Catholic Centre Party captured 11.9% and the German National People’s Party (DNVP), led by Alfred Hugenberg, won 8.3% of the vote. These parties joined together with Hitler and the Bavarian People’s Party, which held 2.7% of the seats in the Reichstag, to create the two-thirds majority that Hitler needed to pass the Enabling Act. Enacted on March 23, 1933, the Enabling Act was one of the final steps on Hitler’s path to becoming a dictator; it amended the Weimar constitution to allow Hitler and his cabinet to pass laws without Reichstag approval. From this point forward, the German government functioned without input from the other parties and the Reichstag, which now met in the Kroll Opera House, was rendered useless. Hitler was now fully in control of Germany. World War II and the Holocaust Conditions for minority political and ethnic groups continued to deteriorate in Germany. The situation worsened after President Hindenburg’s death in August 1934, which allowed Hitler to combine the positions of president and chancellor into the supreme position of Fà ¼hrer. With the official creation of the Third Reich, Germany was now on a path to war and attempted racial domination. On September 1, 1939, Germany invaded Poland and World War II began. As the war spread throughout Europe, Hitler and his followers also increased their campaign against European Jewry and others that they had deemed undesirable. Occupation brought a large number of Jews under German control and as a result, the Final Solution was created and implemented; leading to the death of over six million Jews and five million others during an event known as the Holocaust. Although the events of the war initially went in Germany’s favor with the use of their powerful Blitzkrieg strategy, the tide changed in the winter of early 1943 when the Russians stopped their Eastern progress at the Battle of Stalingrad. Over 14 months later, German prowess in Western Europe ended with the Allied invasion at Normandy during D-Day. In May 1945, just eleven months after D-day, the war in Europe officially ended with the defeat of Nazi Germany and the death of its leader, Adolf Hitler. Conclusion At the end of World War II, the Allied Powers officially banned the Nazi Party in May 1945. Although many high-ranking Nazi officials were put on trial during a series of post-war trials in the years following the conflict, the vast majority of rank and file party members were never prosecuted for their beliefs. Today, the Nazi party remains illegal in Germany and several other European countries, but underground Neo-Nazi units have grown in number. In America, the Neo-Nazi movement is frowned upon but not illegal and it continues to attract members.

The Role of Theatron in Greek Theatre

The Role of Theatron in Greek Theatre The theatron (plural theatra) is the word referring to the seating area section of an ancient Greek, Roman, and Byzantine theater. The theatron is one of the earliest and most pronounced parts of ancient theaters. In fact, some scholars argue it is the most significant part of Greek and Roman theatrical structures, the part that defines them. Theatra in Classical Greek and Roman theaters are spectacular forms of architecture, built of circular or semi-circular rows of seating in stone or marble, each row increasing in height. The earliest Greek theaters date to the 6th to 5th centuries CE, and they included theatra  in rectangular sections of seating made of wooden bleachers called  ikria. Even in this rudimentary state, the theatron was a crucial part of a theater, drawing attention to the audience and providing a place where many people could be housed to be addressed or entertained. The Greek playwright Aristophanes mentions the theatron in each of his extant plays, particularly when the actors address the audience directly.   Other Meanings of Theatron Other definitions of theatron include the people themselves. Like the word church, which can refer to both an architectural structure or the people who use it, the theatron can mean both the seats and the seated. The word theatron also refers to seating or standing areas built over springs or cisterns, so spectators could come and view the waters and watch the mysterious vapors rise. Whether or not you consider the  theatron  a defining part of a theater, the seating area is certainly why those ancient theaters are so recognizable to every one of us today. Sources Bosher K. 2009. To Dance in the Orchestra: A Circular Argument. Illinois Classical Studies(33-34):1-24.Chowen RH. 1956. The Nature of Hadrians Theatron at Daphne. American Journal of Archaeology 60(3):275-277.Dilke OAW. 1948. The Greek Theatre Cavea. The Annual of the British School at Athens 43:125-192.Marciniak P. 2007. Byzantine Theatron - A Place of Performance? In: Grà ¼nbart M, editor. Theatron: Rhetorische Kultur in Sptantike und Mittelalter / Rhetorical Culture in Late Antiquity and the Middle Ages. Berlin: Walter de Gruyter. p 277-286.

Description of pictures Essay Example | Topics and Well Written Essays - 2000 words

Description of pictures - Essay Example Moreover, with regards to the colors which were used, these are almost invariably either bright earth tones or dark browns/black. This has the added affects of portraying a scene that is indicative of fire and the consumption of nature by such a force. Objects in the background are obscured by the vociferous action and drama that the flame-like brush strokes portend. Rather than seeking to understand the painting as a single undifferentiated unit, the viewer would perhaps do better to understand the painting as a result of its component pieces. Due to the fact that the painter has presented the viewer with several punctuated levels of energy/passion/drama upon the canvas, each of these can and should be integrated with upon a different level. To this author’s understanding, there are 4 such punctuated scenes that are exhibited within the artwork. Although it is beyond the skill-set of this author to define what each of these specifically mean, understanding that there exist 4 punctuated scenes within the broader scene is in and of itself a start to seeking to define and understand the intention of the artist to a more full and complete degree. The second picture represents a stark contrast to the first due to the fact that it has strong overtones of cultural understanding within its themes. Firstly, the viewer can and should realize that the pyramids are pictured beside the skyscrapers that exist within the background. This juxtaposition of old and modern helps to give a broader understanding to the tribal individual that is featured and represented in the foreground. With respect to this individual, there are several further thematic elements that serve to contrast and confuse the viewer. Firstly, although he shape of the pyramid along with the mountains in the background lead one to assume the painting is indicative of the Aztecs of Mayans, the tribal individual in the foreground represents much the same dynamic except for the fact that he has protrudi ng from his mask a set of elephant tusks; this of course helps the viewer to understand that the scope of the painting may very well be integrating with a more complex dynamic than merely showing the means by which a tribal Mayan/Aztec would understand and relate to the way in which the modern representation of life is so drastically different from his own. In such a way, the artist may be trying to convey the understanding that all ancient cultures are dramatically and irrevocably removed from the current society. In keeping with the theme of analyzing artwork that speaks to the experience of native peoples, the preceding piece of course shows a male and female Native American staring wistfully at an imaginative representation of a full moon. Two dynamics strike the viewer upon a closer examination of this particular piece. The first of these is the festive banner that spans the painting along the lower 1/3 of the artwork. This leads one to believe that some type of festive celebra tion or tribal activity may be ongoing; further reinforced due to the presence of a full moon in the sky. Accordingly, the second dynamic that strikes the viewer is with regards to the strange representation of imagery that is within the right hand of the man within the painting. As such, he appears to be holding a torch that is flaming both behind the head of the female and upon the heart of the male. Additionally, upon his hand there is a white star that is highly reminiscent of the star

Turtles Can Fly, Bahman Ghobadi (2005) Essay Example | Topics and Well Written Essays - 500 words

Turtles Can Fly, Bahman Ghobadi (2005) - Essay Example The mines that are made in America are the best mines according to him. Ironically, he gets injured by an American mine later in the movie. Turtles Can Fly makes use of imagery beautifully through which the audience can easily see the horrid state of the refugees and be thankful that it is not out there itself. For instance, in a long-shot, it appears as if there is a cattle grazing in the field but the close-up reveals that those are children picking up mines. This is almost like the life of those children is being compared to that of animals thus revealing the sad state in which the children are. The children do very dangerous work and their state is pitiable. Yet, they are able to enjoy the trivial things and events that they come across while being in the refugee camp. In one scene, Pashow, who has a broken leg, taunts a Turkish guard on the border and is not worried that he is putting his life into danger while doing that. A very important point is that the movie is closely related to the US-Iraq war but there is no bias or a tilt towards any side by any of the characters. The children in the movie are too busy in survival to have an opinion on the war. This gives the audience a very important message that many of those who are directly involved in the circumstances created by the war are largely unconcerned with victory or loss. They just look to get their own lives in order. This message can also be seen in the shot of a turtle which is thrown into water by the blind child but it is shown like it is flying. This indicates freedom and happiness. The war is revealed to the audience in visions of Henkov. This shows that the real war happens in the background and the focus is on its casualties. The red fish are used as a metaphor serving as a trophy which gives Satellite a sense of accomplishment. He dives in the lake to look for red fish but never finds any. He gets a few from Shirko