The Solar System Essay Example for Free

The Solar System Essay Astronomers have found a new dwarf planet far beyond Plutos orbit, suggesting that this distant realm contains millions of undiscovered objects — including, perhaps, a world larger than Earth. The newfound celestial body, called 2012 VP113, joins the dwarf planetSedna as a confirmed resident of a far-flung and largely unexplored region scientists call the inner Oort Cloud. Further, 2012 VP113 and Sedna may have been pulled into their long, looping orbits by a big planet lurking unseen in these frigid depths. These two objects are just the tip of the iceberg, study co-author Chadwick Trujillo, of the Gemini Observatory in Hawaii, told Space. com. They exist in a part of the solar system that we used to think was pretty devoid of matter. It just goes to show how little we actually know about the solar system. [New Dwarf Planet Photos The orbits of Sedna (orange) and dwarf planet 2012 VP113 (red). Also shown are the orbits of the giant planets (purple). The Kuiper belt is the dotted light blue region. Illustration: Scott S Sheppard/Carnegie Institution for Science Astronomers have increased the size of the observable solar system after spotting a 450-km wide object orbiting the sun. The lump of ice and rock circles the sun at a greater distance than any known object, and never gets closer than 12bn kilometres – 80 times the distance from Earth to the sun. If its size is confirmed it could qualify as a dwarf planet in the same category as Pluto. Researchers said the discovery proves the existence of the inner Oort cloud, a region of icy bodies that lies far beyond the orbit of Neptune – which at 4.5bn kilometres from the sun is the most remote  planet in the solar system. Until a proper name is decided upon, the body is known only as 2012 VP113. According to the science journal Nature, the team that discovered it call it VP for short, or Biden, after US vice president Joe Biden. Its pink tinge comes from radiation damage that alters the make-up of frozen water, methane and carbon dioxide on the surface. Though exciting in its own right, the discovery raises a more tantalising prospect for many astronomers: that a Super Earth up to 10 times the mass of our planet orbits the sun at such a great distance that it has never been seen.

Etihad Airways Selection Techniques Analysis

Etihad Airways Selection Techniques Analysis In principle, to ensure that Etihad Airways company moves towards addressing differences in the work-force profile, such Project Manager Emirati Cabin Crew assistance should be available for any possible to ask who meets the basic requirements of the job. () On the other words, the job advertisement, which should be closely based on the person specification, where appropriate, includes detailed reason for significant professional individuals to seek. A mechanism for applications should be specified, which would generally be in the shape of a standard Project Manager Emirati Cabin Crew application form designed to obtain information relevant to the job. Furthermore, every applicant ought to obey through the application course of action. The selection decision should eventually be made by more than one person who has a thorough knowledge of the work required for the Project Manager Emirati Cabin Crew position. Moreover, a Selection Panel is, as a result, requisite, which ought to take account at least single person who has been trained in selection practices, furthermore understands Etihad Airways groups selection procedure. All members of the selection committee ought to be implicated in the short-listing procedures. () On the other hand, the candidate specification for the Project Manager Emirati Cabin Crew position will figure the starting point of the selection resolution. Additionally, records ought to be kept on the scope to which every nominee meets up the necessities of every feature of the nominee pattern. 3) Selecting Best Candidate: In todays changing environment, one of the biggest challenges facing Human and Resources Managers is recruiting and retaining employees with the right skills. For that reason, a framework of ethical practice, the Recruitment and Selection should be developed in conjunction with employers along with the specialists as an externally assessable tool to assist employers with recruitment issues. On the other hand, selection process is a later stage of the recruitment. Since, it involves choosing appropriate along with qualified applicants suited to the job. Moreover, selection is a social, interactive entertainment as well as skill development, which are recommended for the use of structured and tested methods to achieve objectivity, reliability along with reduced risk in addition to uncertainty. In Etihad Airways Company, many prospective interviewees might comprise the essential character for the effectual presentation of the Project Manager Emirati Cabin Crew occupation, but require experience or even credentials throughout not having appropriate chances. () For that reason, mare and more care ought to be taken, and so, in the specification of requirements of the Project Manager Emirati Cabin Crew post has to be ensured since statements of action in addition to type of event along with academic as well as training requirements are justified. The terms and conditions under which the Project Manager Emirati Cabin Crew position holder is to be engaged should be reliable with the present workforce policies of Etihad Airways Company. () Etihad Airways Company might use a merit-based way to optimize the potential for selecting the most suitable candidate for Project Manager Emirati Cabin Crew job. The method, which may be, used a combination of written application, behavioral based interview questions, testing or even presentations. This approach has been established in Etihad Airways Company to ensure the best possible selection moreover that there is not fairness on foundation unconnected to the necessities of the Project Manager Emirati Cabin Crew position. () On the other hand, each ignoring of such a situation ought to be sustained through a written depiction of the function as well as tasks of the same vacant position. Therefore, this will typically be in the appearance of an occupation description of the Project Manager Emirati Cabin Crew position. () Care is needed in their arrangements to ensure that all aspects are justified. On the other hand, such post description ought to be escorted through a comprehens ive individual requirement that will figure the foundation of whichever selection assessment for the appointment of Project Manager Emirati Cabin Crew. Since objectivity is hard to get through interview alone, a variety of selection manners may be established, extremely close based on the individual requirements for Project Manager Emirati Cabin Crew position, which may contain work-related tests or even assessments. Nevertheless, thought might be taken when selecting or even designing tests along with analyzing their results to make sure that they are available from unfairness. Interview questions might be chosen with care moreover, designed to obtain the information covered in the person specification. Particular attention should be taken to fill up using questions, which might indicate a desire to make a call into account inappropriate material. Interview format as well as contented should be applied consistently toward every candidates interviewed. Records might be held for every of the candidates which represent the position to which the requirements of the different parameters were met. Furthermore, these records might be kept for at least of six months following the selection. Candidates might want to take delivery of response about their performance in the selection process. Moreover, such feedback may only be provided with a reasonable person directly involved in the selection decision. The purpose of an interview is to obtain specific data from a candidate to resolve his or even her aptitude to carry out the occupation. However, successful interviewers learn how to use the right kind questions, how to avoid the candidate talking about facts data knowledge, moreover how to pay attention. A great deal of what is educated concerning candidates in an interview is found on their previous practices. On the other hand, past performance is the best indicator of future performance. Consequently, this does not signify that somebody who had carried out badly in the earlier period cannot enhance in skills as well as thoughts. Generally, however, It can be seen a change in working through specific jobs or assignments. () Sometimes interviewers believe that an applicant who has done somewhat has made it fine or that prolonged existence on a Project Manager Emirati Cabin Crew position is a sign of success. A credit record can corroborate the excellence of the work presentation. It is necessary to be well prepared when conducting the interview to ensure the recruitment process remains effective, clear and consistent, and to preserve the most suitable candidate for the position of the Project Manager Emirati Cabin Crew. 4) Candidate Orientation: Recruitment and selection grant managers to establish and steadily uplift the behavioral characteristics and the ability of the workforce. The appeal for most attention has focused on people with a preference for working through others as opposed to the individualist preferred by recruiters earlier. Attention has switched from testing lists of skills and abilities to broader-based competencies. In general, there is a greater concern for personal flexibility along with adaptability, a reorientation from the contribution towards future stability. Offer letters are contractual agreements between the employee and Etihad Airways Company. Therefore, considerable care should be taken to secure that the information contained in them is true also that all parties involved understand all of its components. The concern section or department should have approval from the management on all points contained in a proposal before it is extended. The same sector at Etihad Airways Company will be held liable for any prohibited items contained in offers. To avoid future confusion, departments at Etihad Airways Company, should take suitable documents for whichever obligations made to a nominee for the situation of the Project Manager Emirati Cabin Crew. It is much easier to maintain certification to submit to somewhat than depend on remembrance, particularly given that the propose might extent numerous years, additionally there may be a variety of sources. () This offer letter with the start date, title, work location, supervisor, and wages should be sent to the one selected, with a copy in the personnel files. Etihad Airways Company should respond in writing with an acceptance letter. Moreover, offer letters may serve as a legally binding contract. Therefore, it should be avoid terms such as permanent or career, these may cause significant strain. Hiring employees are like a business transaction, not terribly different from selecting supplies for Etihad Airways Company. When a need for supplies. Then it may be looked for merchandise that is of exceptional quality and an agreeable deal. Similarly, it is known what it may be needed in Etihad Airways Company; now it may be looked for someone whose skills and qualifications meet your business needs. A good way to improve the questioning technique is to examine. Practice the phrasing of questions prior to conducting interviews. Add some specific questions to the interviews and evaluate the types of responses it might be tried. Analysis each interview to learn how to improve the style. Good questioning skills can positively enhance the interviewing success. Taking the time to check references, it is worth it. Therefore, checking references can be a time consuming task as well Etihad Airways Company had abandoned the idea of doing some more than a cursory verification of a few facts. For that reason, the cost to Etihad Airways Company of a hiring error is harmful; it is preferable to take the time to get the right selection procedure in the primary situate. On the other hand, Etihad Airways programs provide challenging with unprecedented opportunities for shared reflection. In this way, such conduct creates in Etihad Airways learning surroundings contained by a compassionate impression, which in revolve carry about learning conclusion away from those of the classic cases in the Etihad Airways. () Given that such appearance which can be more sensible than replications, furthermore while it offers an opportunity for career through the same experience in the Etihad Airways, it proves extremely useful in training and complex situations where resistance to change is endemic or where an attitude of certain conservative thinking exists. () Moreover, Etihad Airways Provide a cost effective, best practice approaches to training and development through effective implementation of the new framework of qualifications of Etihad Airways staff. 5) Techniques Evaluation: In such case, we have a Project Manager Emirati Cabin Crew position, as a valid case, Etihad Airways Company strategic approach to hiring, retaining along with promoting staff has resulted in superior illustration at all ranks of the company. Etihad Airways Company supports local employees through its Emiratization Employee Networks. A Strategic Approach started at earlier stages by the senior leadership, Etihad Airways Company provides tools for managing employees, working with their supervisors to develop career paths, moreover, develop skills along with experiences that work toward achieving their career aspirations. Advantages of Etihad Airways Selection Techniques: 1) Using technology for efficiency reasons: Etihad Airways might be acting as the first group who utilized computerized systems at its work. That is not excluding accounts and business activities, besides converting most of its exchanges and transmissions works into the digital era. 2) Replace people with technology: As more of technology is introduced, less of people might be required to achieve the same job. One of the main goals of Etihad Airways is to reduce the percentage of the junior workers because they are not UAE local people and Etihad Airways has not gained more power to execute such percentage. Disadvantages of Etihad Airways Selection Techniques: 1. Lower labor costs: Although Etihad Airways tries to seduce local UAE people to the people by giving them particularly attractive compensation, in consequence, they are paying less for learning junior staff comparing to the other sector in UAE such like Etihad staff. In addition, Etihad Airways adopted 5 working days per week for help duties; but operational functions are working in shifts. Etihad Airways is depending more on contractors labor history for some of its use and external works requirements. 2. Low cost recruitment and training: Etihad Airways is exceedingly rare to fight for job vacancy, as it is performing a beautiful place to identify at UAE market. On the other hand, for junior staff, it is usually employing directly from Asian low wages countries. On the other hand, Etihad depends on its training center at Abu Dhabi for most of senior staff and all lower staff. More to the fact, which is conducting in consideration consultation and training sessions at specified places of work. Training there is only for local UAE senior staff. Therefore, in order to fulfill the recommendations made in the Etihad Airways Company overview and to be effectively implemented the reform agenda and the learning management system, the goals are: Employment at Etihad Airways, should comply with the real demand of the work force in Etihad Airways Company in order to avoid unnecessary utilization. At Etihad Airways, comprehensive computerized tests should be introduced in order to have a fair assessment of potential candidates covering basic skills to have such as computer applications, management and analytical skills. Recruitment strategies at Etihad Airways, should abide through other parts of human resources such as reimbursement and training, which have a significant impact on attracting and retaining this active labor force. In order to achieve the desired percentage of Emiratization at Etihad Airways, take over should be minimized to a reasonable rate and that cannot be reached without an efficient coordination with other departments in Etihad Airways Company, compensation, training and development, employee relations to look over the main constraints for the high percentage of turnover. Planning and Follow-up Section at Etihad Airways, should reflect the assigned functions/roles to follow up new recruits job after joining the company, that is includes providing appropriate training programs, career development and solving grievances in order to help retaining these high caliper employees. Applying through the Internet at Etihad Airways, should be introduced to improve the image of Etihad Airways Company and make it easy for the applicants. Applicants can offer their resumes also fill up in the arranged application figure as well as to have more accommodation options such as reserving the timely and perfect timing for taking the test and interview. Advertisement in newspapers for specific positions at Etihad Airways might introduce in order to get the most appropriate people needed to register on the needed time. Etihad Airways Company should try to eliminate all obstacles and difficulties in the way to achieve its pivotal position to determine amortization percentage to respectful one by analyzing reasons of development and try to minimize it.

Examining The Automotive Industry In Malaysia Economics Essay

Examining The Automotive Industry In Malaysia Economics Essay The industry I have chosen is the automotive Industry in Asean in particular Malaysia and to go more indepth I took proton as a good case study what is happening to the Malaysian automotive industry. Why Malaysia? Malaysia has a strong driving culture and one of the highest penetration rates of cars per capita in the world (Bonami, 2005, p. S3), as well as the growing clout of the Association of Southeast Asian Nations (ASEAN) markets, Perusahaan Otomobil Nasional Berhad (PROTON) as an appropriate sample available at (http://www.proton.com) Brief introduction about proton The first national car project by Malaysia was undertaken with the establishment of Perusahaan Otomobil Nasional (PROTON) in 1983. The Proton Saga was produces 1985. Proton nowadays produces a number of car models and variants, including the Iswara, Perdana,Wira, Satria, Putra,Waja and most recently, the GEN-2 and Satria Neo. The latest 104 M. Rosli F. Kari models, as reported, use Malaysian developed engines through collaboration between Proton and its subsidiary, Lotus (United Kingdom) . . Political and economic structures, including cultural attitudes relevant to the business; According to ( Rasiah, 2005) Malaysia continues to protect its automobile industry against the conditions in the Trade related Investment Measures (TRIMs) agreement of the World Trade Organization (WTO), the inclusion of automotives under the common effective preferential tariffs (CEPT) under the Association of South East Asian Nations (ASEAN) Free Trade Area (AFTA) process has brought increasing pressure for the removal of localization-based tariff protection of automotives and parts production in the country Stimulatory and Protective Measures set by the Malaysian government The development of the Malaysian automotive industry is heavily depending upon the undivided support of the government. Various stimulatory and protective measures, such as investment incentives, a local content policy, and tariff and nontariff barriers were implemented to stimulate the development of both local automotive and parts production. Proton in particular is a unique case because of its status as the first national project. To date, the largest shareholders in Proton are still government-controlled agencies, namely Khazanah Nasional Berhad (42.7 per cent), the Employees Provident Fund (12.6 per cent), and Petronas (9.8 per cent). Temasek Holdings Pte. Ltd, a Singapore investment merged as a new shareholder with a 5 per cent Holding ( Rosli.M KariF 2008). The government has also provided many incentives under the 1986 Promotion of Investment Act. In particular the Pioneer Status and Investment Tax Allowance are the two most lucrative tax incentives granted to companies involved in promoted activities or products that are, from time to time, determined by the Ministry of International Trade and Industry (MITI). In order to help to develop national capabilities in the automobile Industry in a sustainable but competitive way, the Malaysian government initially provided protection, allowing Proton( and other Malaysian car manufacturers) to withstand some early environmental downturns (Todd, 1986). For example, import duties were set at roughly 21% on domestic components, as compared to 40% on the equivalent foreign parts. This implies that there was a substantial difference in price between foreign imported cars and proton cars. Moreover, PROTON cars required excise duties of only 11%, while foreign branded automobiles were taxed up to 25%. Further, the authorities demanded car assemblers charge a profit margin of 16 to 17% to avoid price wars (Zafar A. Humpreys J. 2008). This all resulted into that Proton was totally protected in any kind of way of the way to potential success was predetermined in Malaysia. Economic structure Cultural attitudes In Malaysia there is general consensus that the automobile industry is one of the drivers of world economic growth and has the potential to shape how we make things . . . , how we work . . . , what we buy, how we think and the way we live(Womack, Jones, Roos, 1990, p. 11). Therefore the Malaysian economy has always been heavily depending upon the automobile industry or product which are complementary to that, such as petrol in which Malaysia has one of the biggest oil( Petronas) producing companies in Asia.As mentioned earlier a strong driving culture exists in Malaysia and owing a car is culturally considered as a status symbol of wealth and prosperity. Moreover, the plan has been since the 1970s to turn Malaysia into the League of Developed Nations under the visionary leadership of Dr. Mahathir Mohamad, and was introduced in a national development policy document entitled Vision 2020(Zafar A. Humpreys J. 2008) This is important, from a economical points of view as Malaysia has not gone through the usual industrial stages, which implies highly skilled, labor-intensive to mass production (semi skilled, limited products) to multi skilled, mass customization (Simpson, Sykes, Abdullah, 1998). . Nature of international trade in ASEAN, now and historically (say ten years ago); Currently, Asean is near to create an integrated economic community that will free movements of goods, services, investment, capital and skilled labor within the 10 Asean countries. An AEC characterized by a single market and production base allows for economies of scale, investment flows and building business linkages and network to promote further commerce. The future looks bright for Asean due to fully rebound of the economic crisis. It is expected that Asean private demand picks up, export will increase and social safety will be more enhanced. However, the Economic Community pillar has introduced at AEC scorecard, which list down the measures to be undertaken and the achievements to date. Thus, far Asean only has a 75.5% achievement rate for the 2008/2009 measures. Asean has to do a number of things if it is to achieve its goal of building an AEC by 2015. This current year exports of Asean are expecting to rise between 4.9% and 5.6 % after a 1.5% growth in 2009. In the area of services Asean members are close to completing the 7th AFAS package of service commitments covering varying levels of commitments in 65 services Hub sectors. The service sector of Asean received the highest amount of FDI, accounting for more than 50% of total Aseans FDI. The sign are good and Asean will see a further increasing growth this year and currently capital flows are increasing, inflation remains low and manageable and Asean currencies appreciate slightly versus the Euro and US$. History Since the adoption of the AEC blueprint in 2007, significant progress has been made towards achieving the AEC in 2015. In Janaury 2010, The Asean-6 achieved zero tariffs covering 99 and for the CLMV 98% and at 0.5 % tariff rates of the total tariff covering under the common effective preferential tariffs for asean free trade area(CEPT-AFTA). Also in the same month Asean saw the realization of Asean-China and Asean-Korea free trade agreements and the commencement of the implementation of the Asean- Australia-New Zealand free trade agreements and Asean India free trade agreement. Since 2000 Asean exports rose from US$68 billion to US$162.5 billion in 2009. Asean imports of services from the world market has also expanded markedly, of similar trend and magnitutude as exports, increasing two-fold from US$ 86.6 to US$ 180.4 billion in 2009 In investment, Asean has witnessed a steady increase in intra-Asean FDI flows accouting for 18.2% ( US$ 10.8 billion) of total Asean FDI ( US$ 59.7 billion) inflows in 2008, compared with a share of 13.82% in 2006. For the same period, total FDI inflows increased by 8.59%. Source: Asean Roundtable 2010. Achieving the asean economic growth 2015: Challenges for Member countries 29th April 2010. Aseans Readinesss in achieving the Asean economic community 2015. Pushpanathan Sundram Regional governments attitude towards international trade and investments, both outward and inward; The ASEAN Free Trade Agreement (AFTA) is a regional free trade agreement among Malaysia, Singapore, Thailand,the Philippines, Indonesia, Brunei, Vietnam, Cambodia,Laos, and Myanmar. The ten participating countries agreed to develop a free trade area that would become a single market with more than 550 million potential consumers (Bonami, 2005). An integrated ASEAN would be the eighth-largest automobile market, with 1 million new car sales each year. With projected growth trends, it has the potential to actually become the fourth largest auto market, with as many as 2.2 million new autosales annually (Seeking for Bigger Share, 2002). The creation of the free trade zone in Southeast Asia allowed PROTON greater access to its neighboring countries. While good news from the marketing front, AFTA would also set the stage for greater future competition for which PROTON was inadequately prepared. (Zafar A. Humpreys J. 2008) The protective tariff regime, which imposed rates of up to 300% on imported cars and helped PROTON to gain dominate market share has been phased out. In line with AFTA, all but a few import tariffs will be reduced to between 0 and 5% by 2008 (Shameen,2005). The increasing level of international competition puts the Malaysian firm in a very vulnerable position (Savage, 2005, p. 20). With plants, contract assembly, and/or joint ventures in Britain, Italy, Iran, Indonesia, Vietnam, and China (Bonami, 2005), . Although Malaysias overall automobile sales increased dramatically in 2005, the escalating competition saw PROTON continue its domestic decline (Edwin, 2005). Even with limited protective barriers still in place, the firms Malaysian market share had declined from roughly 70% to 45% in the previous five-year period (Burton, 2005). In response, PROTON is looking to expand its export efforts within the ASEAN region, the Mediterranean countries . . . , the Middle East, China, as well as India and Russia to a lesser extent (Bonami, 2005, p. S5). While this is clearly a reasonable course of action, as exports account for less than 5% for Malaysian automakers versus the roughly 60% in Japan (Bonami, 2005), production capacity is still comparatively very small. PROTON, notwithstanding its earlier intentions of a large-scale strategy, is simply not big enough to gain economies of scale to compete effectively in the export market against giant global competitors (Shameen, 2005). The company has also been slow to market itself effectively around the world. Recent years have seen the organization neglect its prior efforts at branding, which has led to a cheap car image, even in the domestic market (Savage, 2005, p. 20). According to Rajeev Lochan, general manager, Asia-Pacific, TNS Automotive, While the short-term challenge is to provide a promotional thrust to models in its current line-up, the long-term requires PROTON to invest in revamping its aging product portfolio and reposition its brand to reach a wider base of prospective car buyers (Savage, 2005, p. 20). The stakes are very high, as approximately 100,000 jobs are on the line when considering PROTON and its component supply chain (Burton, 2005). By signing the AFTA agreement by the Malaysian government PROTON has to find alternative ways how to compete successfully with all its foreign competitors. Specify potential areas of intra-regional conflicts (if any) and synergies; As mentioned before Proton is a classic case of a long-protected national champion that is struggling as the market opens up and a perfect example of intra-regional conflict with its neighboring countries such as Thailand and Indonesia where the car market is liberalised. In 2002 its domestic market share was more than 60%. That has now fallen to 44% after Malaysia reluctantly agreed with its partners in the Association of South-East Asian Nations (ASEAN) to drop import barriers on ASEAN cars to around 20%, from up to 300% previously. And the process is just beginning: Malaysia actually fudged the market opening by simultaneously hiking excise taxes on the imported cars. But by 2008 the country has to do away with such sophistry and cut import duties to 5% The trouble is that Malaysias politicians and managers have failed to realise how vulnerable Proton is, says Graeme Maxton, director of automotive research group Autopolis. The Malaysians see it as a world-class carmaker with great export potential; the reality is that it is too small to survive in a global market dominated by just a dozen huge carmakers. Proton is off the scale in terms of economies of scale, says Mr Maxton, and it will slowly die once the market opens up. Hence, I argue that it is that it is undesirable to pursue such a strategy because on the long term this expensive project( proton and the automotive industry in Malaysia) will impose heavy costs on the government. The establishment of PROTON has to be attributed to the vision of the Malaysian government. The firm successfully positioned itself as the national car and pride of Malaysia, a symbol of its countrys accomplishment on the global stage. I agree that government initiation of a national champion (Donnelly et al., 2002) is certainly a powerful force for the vision and subsequent emergence of a developing country. The conflict which might arise is that Malaysia still is not willing to open up its car market completely to protect its own interest. This might result into intra-regional conflicts between Asean members. Especially between its neighboring countries because there is sufficient expertise available and this can be applied and used at the Malaysian carmarket (Zafar A. Humpreys J. 2008). This is the key problem that has prevented the government of Malaysia from signing ant bilateral Free Trade Agreements despite several attemps. For example the partnership with Japan in 2006, is called Economic Partnership Agreement is not compared to a fully eligible fta. Currently in Malaysia the call for liberalization and subsidies faced by industries (automotive) has remained an obstancle to greater integration in AEC. Synergies regarding the automotive in Malaysia are not available, futher it is difficult to determine the synergies between other automotive industries such as Thailand and Indonesia because the Malaysian automotive industry is a unique example compared to relative liberased automotive markets( Thailan Indonesia). Asean Roundtable 2010. Achieving the Asean Economic Community 2015:Challenges for Member countries. 29 April 2010, Singapore. Towards an Integrated Asian Economic Community. Where is Malaysia? Rajah Rasiah Application of suitable management model(s) to analyze findings According to the literature both models of porter can be applied to the Malaysian Automotive industry, however, Porters diamond also acknowledges the role the governmental forces and luck can play in national competitive advantage in which the 5 competitive forces is lacking. (Sledge, 2005) Demand conditions Demand conditions describe the level of domestic demand that Proton faces. Demand conditions depend both on the quantity of demand as well as the sophistication level of consumers in a home market. In Malaysia, the demand for cars has been risen steadily due to increasing living standards and consumer expenditure. However, the difference between supply in terms of Malaysian cars and foreign cars is substantial ( Due to tariff barriers and special incentives dedicated to Malaysian car manufactures which results in significant higher prices for foreign cars). In fact the Malaysian government can largely influence the demand since most of the Malaysian lack the purchasing power to buy foreign manufactured cars. Generally, demand conditions are associated with a countrys level of economic development. Malaysia is has been having a sustainable economic growth of an average of 5% per year since the 1980s. The company has also been slow to market itself effectively around the world. Recent years have seen the organization neglect its prior efforts at branding, which has led to a cheap car image, even in the domestic market (Savage, 2005, p. 20). Thus, the general consensus is Malaysia is that Proton/Malaysian cars are perceived as one of the cheapest car in their segment and this can result that very demanding consumers create an awareness in firms that causes them to focus on the needs and preferences of the consumer. Also, quantities of demand drive firms to higher levels of efficiency and productivity. Thus, high levels of demand in a nation would drive the firms in that industry to become globally competitive (Sledge, 2005), however this is not applicable yet because Malaysia is still a developing country. Factors conditions According to Porter, factor conditions include any factors of production that a firm uses in its businesses. These include the traditional factors of production, this includes manmade structures that facilitate commerce, Still other factors would be educational and legal systems. Porter classifies these factors into five major categories: Human resources, physical resources, knowledge resources, capital resources and infrastructure. The more advanced these factors are the more they will enhance the success of businesses located in the country. These factors provide needed inputs and systems that businesses use to gain competitive advantages over their rivals. Without them, firms would have to expend their own resources to provide such structures for commerce and transactions. (Sledge, 2005) Many of these important factors are still not completely utilized and developed to a certain level. Malaysia automotive industry is lacking most of the important factors such as human resources, knowledge resources many skilled Malaysian labors went abroad due to better labor conditions and highly skilled foreign labor has been brought into the Malaysian automotive industry. In order to expedite the transfer of technology to Malaysia, PROTON was proactive in initiating programs between local vendors and numerous established overseas technical collaborators. By 2002, some 222 collaborative arrangements were in place representing specialized assistance from various regional neighbors (primarily Japan, South Korea, and Chinese Taiwan), as well as Western Europe (Ahmed Humphreys, 2008) The Malaysian governments still plays a large role in their own industrial global competitiveness. It has been the initiative of the Malaysian government to set up its own automotive industry and therewith complementary industries will arise( such as car part suppliers). The aimed result was to create an advanced business infrastructure and an emphasis on innovation, however this is still not the case in the Malaysian automotive industry . Related and supporting industries This aspect of the model includes the importance of enterprises that indirectly or directly affect the automotive industry. Porter describes these ancillary businesses needed by firms as related and supporting industries. These most often encompass suppliers or distributors that serve the industry at hand. The model proposes that the stronger these industries are the stronger the local industry will be. The underlying assumption is that highly competitive supporting industries will drive the focal industry to be more competitive (Sledge, 2005). Hypothesis 3: Strong and dynamic related and supporting industries in a firm s home market will positively impact the firm s global competitiveness. PROTON, notwithstandingits earlier intentions of a large-scale strategy, is simply not big enough to gain economies of scale to compete effectively in the export market against giant global competitors (Ahmed Humphreys, 2008) And according to (ROSLI KARI, 2008)a research shows that foreign suppliers performed better than local suppliers. Interviews suggest that access to superior technology from abroad is the prime determinant of the inferior performance of local suppliers compared to foreign suppliers. Local firms lack firm-specific advantages that foreign multinational suppliers enjoy It points to the need for companies and governments to encourage and support ancillary industries to enhance global competitiveness. In both models, this parameter estimate was the second largest and the most statistically significant. This underscores the importance of related and supporting industries in the context of global competitiveness. Without a network, firms can not hope to be worldwide leaders. Firm strategy, structure and rivalry is the fourth clement in the model. This point on the diamond refers to several key strategic factors that characterize a firm. Strategy describes the types of actions firms utilize to achieve both long-range and short-range goals. These are often either low-cost, differentiation, focus strategies or some combination thereof Other common strategies include growth, maintenance or restructuring activities. Growth strategies would be associated with higher competitiveness because the ability to pursue growth intemally or extemally would be indicative of overall business health, Stmcture refers to the industry composition. This describes the degree to which an industry is concentrated or dispersed, competitive or monopolistic, or global or domestic. A more crowded structure would indicate multilevel competition and therefore greater competitiveness. Rivalry indicates both the number of players and the level of competition among firms in an industry. This could be heated, mid-range, non-rivalries or somewhere in between. Greater rivalry in an industry would lead a firm to higher levels of competitiveness vis a vis its rivals. Rivalry is thought to be the most comprehensive of the three factors, as it often indicates the underlying strategy and structure of the competitors Thus, a greater number of firm actions as well as a greater number of competitor responses in the focal industry lead to greater competitiveness of the firm. Hypothesis 4: Greater rivalry within a firm s home market will positively impact the firms global competitiveness Make and justify recommendations for possible business strategies to exploit the benefits in this region

Grand Avenue Essay -- essays papers

Grand Avenue In the novel Grand Avenue. Greg Sarris uses the theme thread of poison to connect all of his separate stories about the Toms’, a Pomo Indian family. He proves that the roots of a family are the basis which gives the family its structure, even if those roots are bad. In the Toms’ family they’re roots were poisoned from the very founding of the family starting with Sam Toms’. His poison was not the fact that he tried to steal a married woman away, but that he was filled with secrets, deceptions, and self hatred. His family was founded on these poisened roots and passes the poisen down generation after gerneration. The only way to stop the poison, or inner self hatred taken out in other forms, was to let go of past and talk about the secrets and lies. Once a person does this they are able to learn from their mistake , in a sense the break free from the poison. If Sam Toms’ , the founder or root of the family,would have broken free of his poise n by talking about his mistake he made, his whole family per haps would have turned out completely different. As a result of his secrets and lies his family was rasied to make the same immoral desisions as he made throughout his life. His family, like Sam, didn't take responcilblity for their mistakes, which spread the poison onto the next generation. Tracing the poison throughout the Tom’s beginning at the roots, shows just how important the roots indeed are. In the first story, entitled The Magic Pony, one learns about the â€Å"Man Poison†. The story is narrated by Jasmine, who lives with her Auntie Faye Faye tells her daughter Ruby and Jasmine that all men are poisoned because of a mistake from her past She stole her cousin Anna’s boyfriend Joaquin, by lying t... ...d few such as Anna, Stella, and Alice who broke free of the poison, lived their lives as Sam Toms’ did who rooted the family. They as he did lied, cheated, manipuled, and kept secrets to try to live a happy life which in actuality their lives were anything but. The strong Toms’ that broke free of the poison spoke of their problems and took responsibility for them. The rest just followed in their ancestors footsteps and lived unhappy and immoral lives as they did. The Toms’ family poison connected the whole family, generation after generation together, and helps to prove how important an influential a families’ roots really are.footsteps and lived unhappy and immoral lives as they did. The Toms’ family poison connected the whole family, generation after generation together, and helps to prove how important an influential a families’ roots really are.

Teaching ESL Writing (Final Paper) -- Education Learning Essays

Teaching ESL Writing At times the plethora of professional journals and the myriad subjects treated therein seems like little more than a dizzying exercise in redundancy and a forum for education professionals to justify their worth in a competitive job market; however, I would like to think that there is a hidden value for those of us whose brains seem to operate in what some might call a â€Å"spiral† rhetorical pattern, that as we work our way around and around certain issues related to composition instruction, we are moving gradually upward toward broader understanding and better practice. Some studies seem to do little more than show the need for more studies, their authors falling back on such standard phrases as, â€Å"clearly more research is needed,† but that at least is evidence that we’re moving toward something – we’re trying to pinpoint the exact gap between educational practice as we know it and as we sense it might exist in an improved state. So, it is with this hope in mind that I’ve undertaken yet another literature review, consuming the writings of others in order to find a specific gap in (at least my own) understanding of educational practice as it relates to college-level ESL composition students in general, and to college-level ESL students with learning disabilities (LD) specifically. For the purposes of this paper I shall borrow Skinner and Gilespie’s definition of learning disabilities as follows: [Learning disabled persons are those] of average or above average intelligence who have difficulty mastering skills in reading and spelling (often in the form of dis- lexia), and /or writing, or math. ... ...es. March/April 2001, 34, 2. 136-152. Munro, Murray J. and Tracey M. Derwing. â€Å"Foreign Accent, Comprehensibility, and Inteligibility.† Language Learning. June 1999, 49, 2. 285-111. Poon-McBrayer, Kim Feng and Shernaz B. Garcia. â€Å"Profiles of Asian American Students with Learning Disabilities at Initial Referral, Assessment, and Place- ment in Special Education.† Journal of Learning Disabilities. Jan/Feb 2001, 33, 1. 61-71. Skinner, Louise and Phyllis Gillespie. â€Å"The Challenge of Adult Literacy: Students with Learning Disabilities in the ABE Classroom.† Adult Basic Education. Fall 2000, 10, 3. Spack, Ruth. â€Å"Student Meets Text, Text Meets Student: Finding a Way into Academic Discourse.† Reading in the Composition Classroom: Second Language Perspectives. Ed. Joan G. Carson and Ilona Leki. Boston: Heinle & Heinle Publishers, 1993. 183-196.

Male/Female Contrasts Essay Essay

There are many contrasts to male and female friendships. Both sexes share their feelings, thoughts, or even a casual conversation, differently from each other. Some say it’s because of a man’s ego, or a woman’s intuition that their friendships seem to work. Here are some contrasts of both genders friendships. Woman friendships usually seem to be more conversed, as for men it’s the opposite. Woman can talk about anything they want and share the same feelings or thoughts on the topic, but for men it’s a little less conversational. For men they think it’s feminine to talk about their feelings. Men usually refrain from talking to their friends about relationship problems so they typically talk about work related topics, sports, or anything that has to do with a man’s masculinity to show his friend he is dominate. But if men were to find themselves in a conversation they only talk about the things they have in common, which makes the men bond more and most likely to be better friends. Men don’t criticize each other’s opinion. As for women, if a girl sees her friend crying she is more likely to ask her to talk about why is she crying. Woman share common issues so their more likely to help one another. So you can say women are more sympathetic then men. Woman also criticize each other and because they know more information about each other, their more open to sharing personal information. Unlike woman, men participate in a total different activity when their together as oppose to woman. Men rather do more hands on activities such as painting a house, play sports (whether it be on a game console or in a big field), even going to the gym together, and also help another man with a mechanical problem. Like I stated before men try to avoid doing anything that has to do with emotions. Woman on the other hand does activities that don’t get them tired. Things like shopping, or share secrets; they don’t really do anything else but talk. They rather do things that involve finding things out about another person. Women can go out to a cafà © and sit down for hours talking about books or men. Men go into a cafà © order their stuff to go while talking about the hot girl in their work place. So in conclusion there are many contrasts to male and female friendships. Men and women friendships differ because of the way both sexes share their feelings, thoughts, or a casual conversation. Men rather do things that don’t involve talking about emotion but focus on the masculinity and do productive activities. As for woman there more conversed and sympathetic towards their friends and try not to do anything that would tire them out.

Culture in Negotiation Essay

What is a good outcome in negotiation? What does it take to get a good outcome? What goes wrong in a negotiation that has a poor outcome? However, if culture has an effect on negotiation, the mental models of negotiators from one culture may not map on to the mental models of negotiators from another culture, making the speci ® cation of a single mental model problematic. There are two ways to approach this problem of specifying a mental model of negotiation. One is to specify the model in use in one culture and then compare and contrast its elements with elements of models of negotiatio n from other cultures. Alternatively, we can specify the mental models of negotiation in many different cultures and aggregate their common and unique elements. The latter approach is less likely to overlook culturally unique aspects of negotiation, but requires the prior existence or current construction of many culturally emic (unique) models of negotiation. (See Brett, Tinsley, Janssens, Barsness, & Lytle, 1997 for a discussion of these two approaches to designing cross-cultural research. ) This article relies on the  ® rst approach because there is a well-speci ® ed model of negotiation grounded in Western theory and empirical