Illegal Immigration, Mexican drug cartels, and terrorist organizations Research Paper

Illegal Immigration, Mexican drug cartels, and terrorist organizations - Research Paper Example The United States then takes strict measures to screen individuals from Mexico before they venture into her territory. This does not usually mean the loss of trust between the two countries but only a measure to protect territorial integrity. In most cases, culprits are not necessarily Mexicans but citizens of other countries exploiting the lax law enforcement in Mexico and using her as a passage route into the land of opportunity, the US. The US-Mexico border has one of the highest numbers of cross-border movements compared to all other international borders in the world, being second only to the US-Canada border. In this respect, the US federal government has formed two main agencies to control and deal with issues arising from cross-border movements between the two countries. The United States Border Patrol (CPB) is a component of the Department of Homeland Security within Customs and Border Protection responsible for admission into the United States people born in foreign lands. Following the September 11 terrorist attacks in 2003, the major role of the USBP became that of controlling the entry of weapons through the Mexican or the Canadian border. However, its original mission of prevention, detection, and arrest of illegal immigrants remains. These immigrants are people who get into the country through other routes other than the official 33 interior checkpoints along the Mexican border, including those involved in illegal trade (Andreas, 2003). The other federal government agency dealing with cross-border issues is the United States Immigration and Customs Enforcement Agency (ICE), which lies in the United States Department of Homeland Security. This agency is responsible for identifying and dealing with security weaknesses that affect national boundaries with other countries, the economy, transport and infrastructure. The main components of this agency are homeland security investigations, and enforcement and removal operations. Guiding

Knowledge Management, Social Networks and Innovation Essay - 4

Knowledge Management, Social Networks and Innovation - Essay Example Through this, organizations aim to acquire and create potentially useful knowledge that can be used to achieve maximum effective usage to influence the organizational performance positively. What has been learned is then embedded into the organization’s fabric through organizational learning that is complementary to knowledge management (Easterby et al, 1999). A company like China Telecom happens to be the largest fixed-line service provider in China. It is also the third largest mobile telecommunication provider in the country. The company offers an attractive full range of integrated information, application services, and internet connection. It has over 200,000 staff members with branches in other regions of the Americas, Hong Kong, Europe and Macao. In order to stay competitive, the company accelerates creation of new products through optimal use of its worker base in a unified innovation process. To facilitate collaboration among employees, customers, and partners the company developed innovation platforms with Web portal interfaces. The portal in turn accepts ideas and innovative experiences from the enlarged community. The company’s marketing team analyzes new acquired information that is gathered from the consumers’ Web 2.0 entries and uses the information to introduce and launch new products and services with the kn owledge that subscriber demand exists. The company embraces an open dialog with its customers, employees and partners through social tools that involve them in internal and external processes. By using social networking tools like social media tools, a culture of information sharing is encouraged within an organization. They provide a gateway for the exchange of current and relevant information across organizational silos and geographies. To drive a social change in the work force it is essential for organizations to build trust and encourage social interactions. Social networking tools also empower employees and

Case Study Of Levi Strauss

Case Study Of Levi Strauss Levi Strauss Co, is one of the worlds best leading branded apparel companies. The company designs and markets jeans, casual and dress pants, tops, shorts, skirts, jackets, footwear and related accessories, for man, women and children under the Levis, Dockers, Levi Strauss Co and Denizen brands. Mr. Levi Strauss (the founder of the company), has commenced the business in 1853 San Francisco and enter into the innovative jeans market in 1873. The company markets its products in three different geographic regions such as, America, Europe and Asia Pacific. (Source: www.levistrauss.com ) This assignment is emphasis to understand the organisational strategic plans while assessing process of developing strategic elements of the plan and evaluate the plan for the future directions. Further it has assessed the strategic effects on an organisational plan by focusing the implementation and effect of the impact on stakeholders. In addition that it was trying to develop a strategy to communicate the organisational plan while concerning the stakeholders. Finally it has emphasised to evaluate the implications of the organisational plan for operational areas while concerning the creation of action plan and evaluating the effect of changes on an operational area. Part 01 Outline According to this chapter, it is trying to understand the organisational strategic plans while concerning the processes of developing strategic elements of an organisational plan along with the assessment of the strategic elements and evaluation of organisation plan for future direction. 1.1 The process of developing strategic element of an organisational plan. According to the Abraham (2006, pp. 11-12) Strategic planning is the process of developing a strategy to achieve certain purposes. As per the views of the Sadler (2003, pp. 9-13) followings can be identified as strategic elements of an organisational plan. Purpose / Mission Policies Defining what business the company is in Defines what kind of company is it Objectives / Goals Strength Weaknesses Opportunities Threats Key Success Factors Key decisions Capabilities / Competencies Planning Scheduling Implementation Sustainable Competitive Advantages Therefore it is important to identify the process of developing strategic elements of an organisational plan to serve their purposes. In that case, it should be clearly stated the purpose of the organisation under the mission statement. In other hand it should address the business which is performing now. Then it is necessary to set their goals and objectives specifically. Further it is required to analyse external and internal environment in order to identify the strength, weaknesses, opportunities and threats. After that it is important to address the key success factors. Then it encourages to analyse the key decisions which going to be adopted in the organisational plan. Assessment of core competencies also important to face the competition in a dynamic environment. Then the planning should take place. Finally the implementation process should be performed in order to gain sustainable competitive advantage from the market. According to the Levi Strauss case is concerned, it has applied the objectives and strategies based on the market surveys. But which wasnt following the proper process of developing the strategic elements of its plan. 1.2 Assessment of Strategic elements which effect organisational plan. According to the strategic elements is concerned, followings should be noted for those will be effected on organisational plan. Purpose / Mission According to the Morden (2007, pp. 20-23) mission statement specify what the organisation is about, what its value and what its purpose is to be. Therefore it is required to set optimum mission from the beginning of the strategic planning process. As per the given case its clear that Levis in the jeans market and they look into exploring diversification to expand into the other areas. Objectives / Goals As per the Hill Jones (2008, pp. 16-19) states that the objective is the precise and measurable desired future states that a company attempts to realise. According to the Levis objective is concerned we can identify that it emphasised to move into the higher priced clothing market to attract new customers to the Levi brand. Strength / Weaknesses / Opportunities / Threats ( SWOT) According to the Masson et al (2010, pp. 33-36) SWOT analysis is concerned it is really important to identify the strengths, weaknesses, opportunities and threats of the organisation in order to match with its strategic objectives goals. This will essentially gain competitive advantages from the market. Since giving case this has not addressed before setting their strategic plans. But it is required to assess by evaluating internal and external environment. Key Success Factors As per the comments of Sadler (2003, pp. 11-13) the key success factors are the things that a business must be able to do exceptionally well to achieve a leading position in a particular market. In the given case Levis should concern the following key success factors in order to achieve its objective, Accurate and rapid feedback from consumer research. Correct selection of target market. Innovations new products. Accurate selection of distribution channels. Quality of the products. Key decisions / Strategies According to the view of Pearce et al (2008, pp. 41-43) strategic decisions are ones that are of fundamental importance to the organisation. As per the Levis case we can see that they have taken steps to diversify by moving from the jeans market for shoes, shirts and shocks market. Further it has taken steps to introduce Tailored Calassics a range of high quality wool suits, trousers and jackets. Further, Levi have been set their prices by 10 % above for those products and select quality department store chains to distribute such products to the customers. 1.3 Evaluation of an organisation plan for future directions. According to the Morden (2007, pp. 23-26) strategic planning is concerned with how the organisation proposes to map out and mange its involvement in the future time periods to which it is committed. As per the Abraham (2006, pp. 11-12) strategic planning is the process by which one develops a strategy to achieve certain purposes. According to the Alkhafaji (2003, pp. 11-13) strategic planning has four main purposes. Such as, Find, attract and retain the customers. Ensure that company is providing the requirements of its customers what they really need. Sustain the competitive position. Utilisation of companys full strength to achieve competitive advantages. As per the Levis case is concerned , we can see that they have made plans on selecting target market , distribution channel, price level, the quality of the products and changes made to the marketing plan by gathering psychologist informations as well. In Levis case, we can see that some circumstances of the companys strategy have not matched with the customers need. The selected target group of men falling with two main misgivings such as, they think that the garments would be standardised only not provide the individual tailoring they wanted and even though some believes Levis produce quality suits, but they were uncomfortable with the Levis name for suits. In this case , it is revealed that even though the marketing team responded to that issue, expected sale were not achieved. This incurred due to the mismatch with organisation plan the requirement of target market segment. Because selecting group has more keen to shop at independent stores 46% people keen on wool blend suits. In such case company is unable to address those important aspects of the customers instead of providing uncomfortable suits and used the departmental store chain to distribute the products. That has resulted to drop out of selling price sales volume. In the case of the future direction of the organisation is concerned, the Levis has to be more sensitive to the customers requirements, changes of customer choices, distribution channels, range products. In other hand, it has to concern with the shopping behaviours of the customers. Because some customers are shopping with their girlfriend or wife. So that, it should identify the potential market opportunity of there. Based on the environmental changes behavioural change organisational plan should be adjusted to match with the organisational objectives and customers needs. Part 02 Outline As per this chapter, it has emphasised to understand the strategic effects on an organisational plan by concerning the implementation of an organisational plan and the effect of the impact of an organisational plan on stakeholders. 2.1 How an organisational plan will be implemented. According to the Kazmi (2008, pp. 309-312) strategic plan implementation concern the managerial exercise of putting freshly chosen strategy in place. Further, as per the Semerson ( 2011, pp. 234-240) strategic plan implementation can be identified as the process through which a chosen strategy is put into the action. Therefore the following process can be applied to implement the strategic plan for an organisation. Activating Strategy According to the Kazmi (2008, pp. 309-312) Activation is the process of stimulating an activity. This required to follow the following set of activities. Such as, Institutionalisation of strategy. In this case, it is required for communication of strategy among the organisational members and getting the acceptance of strategy by the members. Formation of derivative plans and programmes In that case it is important to evaluate the action plan, programmes, budgets and procedures Translate of general objectives into specific objectives Here it is required for transformation of the general objectives into very specific and selective objective. Eg: As per the given Levis case it can be identified as translating from moving into the higher priced market for mens clothes to introduce Tailored Classics a range of high quality wool suits , trousers and jackets. Resource mobilisation and allocation. In this case, it is required to allocate the tangible resources such as financial, physical and human resources as well as intangible resources such as technology, innovation and reputation in a systematic manner. Achieving Synergy One of the goals to be achieved in strategy implementation is synergy between and among functions and business units. According to the Ritson (2011, pp. 179-183) synergies can take place in following forms. Such as, Share know how That means, sharing the knowledge within the organisation Coordinated strategies Shared tangible resources. Economies of scale. Pooled negotiating power. New business creation. Eg: Levis can enter into the high priced clothes market by targeting women segment also to cater the wives girlfriend those who shopped with their husband or boyfriend in the earlier selected target market. An implementation based on the Organisational Structure In designing a structure to support the efficient and effective accomplishment of organisational goals. As per the Ritson (2011, pp. 183-188) this can be identified under the following structures. Simple Structure Such as small entity structure Functional Structure Such as strategic level, managerial level and operational level structures Divisional Structure Such as separate business units or divisions. International Structure In the case of Levis is concerned it is ideal to apply this structure since it is a multinational level organisation. 2.2 Effects of the impact of an organisational plan on stakeholders. According to the Freeman ( 2010, pp. 24-38) stakeholders of an organisation can be identified as any group or individual who can affect or is affected by the achievement of the firms objectives. These stakeholders can be summarised as follows, Owners ( Shareholders) Customers Employees Government Competitors Suppliers Local Community Organisations Consumer Advocates Environmentalists Media Policy makers Researches / Students In the case of effect of the impact of an organisational plan on stakeholders are concerned, as per the John et al ( 2002, pp. 45-49) it can be identified in different ways. Such as Corporate Social Responsibility, Corporate planning, organisation theory and the system theory. According to the given case study of Levis is concerned , we can identify the effects of the organisational plan on stakeholders under the following way. In this case, Levis trying to expand and diversify the business to generate the higher profitability and acquiring the higher market segmentation by their innovation to the market. So that we can assess the effect of such plan on their stakeholders in different ways. Owners ( Shareholders) According to the owners perspective is concerned, they are willing to obtain higher dividend , higher return for their investment and security of the investment. So that Levis new strategic plan will be resulted to improve their expectations. Customers As per the customers perspective is concerned they are more keen on to get new clothes under different fashions with innovation and comfortable with what they need. But if Levs failed to supply said products to the customers , they will lose their expectation. Employees Due to the expansion of the business operation will show good sign to the employees that their jobs will be secured. But if the company does not perform well it has a risk of loosing their jobs as well. Government If the company performs well under this new plan it will result to increase their tax liability as well. Since it will be an income the government. In other hand they are monitoring about the companys operation to ensure whether they are following common rules regulations imposed by the government or not. Competitors Competitorss are in more alert with the new innovations, strategies done by the Levis since it will affect their market share and competition will result in a reduction of their profitability as well. Suppliers Suppliers are receiving new opportunity to increase their material supply to the Levis to gain higher income. Since they may have assurance that payments will receive on time due to this new plan of the Levis. Researches / Students Research organisations are willing to study the market consumer behaviours due the new plan of the Levis. In addition that they also can take part in Levis research programmes to gain income as well. Environmentalists To check whether Levis following an environmental protecting procedures during their manufacturing process. Media To provide media coverage and advertisement for the company in order to promote the companys brand while collecting income. Policy makers To implement new policies on the economy and market based on the activities of the company and study the decision patterns of the company. Consumer Advocates To check whether Levis following rules and regulations imposed by the consumer authorities in due manner or not. Part 03 Outline According to this chapter, it has emphasised to develop a strategy to communicate an organisational plan to its key stakeholders. 3.1 Strategy to communicate an organisational plan to key stakeholders. As per the Freeman (2010, pp. 24-38) developing a strategy to communicate the organisational plan to the stakeholders are concerned, it will result to achieve organisational goals objectives and help to improve operational effectiveness as well. According to the Ritson (2011, pp. 26-29) following stakeholder communication plan can be implemented to communicate the organisational plan to the stakeholders. Define the communication objectives. That means, what the company is needed to be achieved in the future. Such objectives should be specific, measurable, achievable, realistic and time bound. Eg: As per the Levis case, communication objective can be stated as, To become most exceptional and most establish clothing firm by providing innovative products to ensure our customer satisfaction. States key message regarding the company. Here it is required to understand what the key information which need to communicate to the stakeholders Eg: As per the Levis case, key message can be stated as , To introduce Tailored Classics , a range of high quality wool suits , trousers and jackets. Select the key stakeholders. Here it is required to select the key stakeholders and should be prioritised based on the importance to the organisation. Eg: As per the Levis case, key stakeholders can be stated as , 01- Customers / 02 Suppliers / 03- Media / 04- Environmentalists / 05- Local Community Organisations States additional key messages which relate to each stakeholder group. It is essential to mention the additional key messages apart from the key message which addressing to the stakeholders. Eg: As per the Levis case, additional key messages can be stated as , We are providing most comfortable clothing to the customers. Levis ensure the environment friendly washing methodology. We are providing top quality materials for our clothes. Use effective communication tactics for stakeholders. In this case it is required to identify most suitable communication methods to address the stakeholders. Eg: As per the Levis case, communication method can be stated as, Newspapers / TV commercials / Posters / Cut outs / E mail marketing / Facebook advertising / Web advertising / Brochers / Handbills Allocation of budget and responsibilities. Here it is necessary to allocate funds for the communication plan for selected stakeholder groups. Eg: As per the Levis case, budgets can be stated as, Media $ 5 Million Customers $ 2 Million Suppliers $ 0.5 Million Adapting the plan and assessing the results. In this case it is required to implement the communication plan by selecting relevant stakeholder groups and required to evaluate the results of the plan at the end. Part 04 Outline As per this chapter, it is trying to evaluate the implications of the organisational plan for operational areas while concerning to create an action plan for implementing planned changes in an operational area with evaluation of the effect of changes on an operational area. 4.1 Action plan for implementing planned changes in an operational area. According to the Stead, (2004, pp. 105-110) functional level strategies are designed to accomplish short run objectives that in turn lead to the achievement of organisational goals. Further Daft (2009, pp. 245-247) emphasis that functional level strategies involves all of the major functions including finance , research development, marketing and manufacturing. Therefore it is required to identify the action plan to implement the planned changes in the operational areas. According to the King (2004, pp 23-25) action plans are marching orders and provide very specific directions. Further Bryson (2005, pp. 297) emphasise that an action plan is the plan for the day to day operations of a business over the one year period. It includes a prioritised list of projects as well as plans for the project that have been funded. It should be reviewed and updated on weekly. As per the Bryson (2005, pp. 302-305) action plan should consist following areas. Therefore, we can be suggested the following action plan, in order to implement planned changes in an operational area. Which are as follows. Specific expected results, objectives and milestones. Moving into the higher priced market for mens clothes. Focused on Tailored Classics , a range of high quality trousers and jackets. Roles and responsibilities of implementation bodies, teams and individuals. Functional Level Managers. Evaluate the target market identify the possible opportunities. (Marketing) Ensure the comfortableness of wool suits other clothes. (Manufacturing) Allocate the funds on manufacturing and marketing (Finance ) Sales Persons Improve the marketing and sales promotional work. Specific action steps. Functional Level Managers. Evaluate the target market identify the possible opportunities. (Marketing) Ensure the comfortableness of wool suits other clothes. (Manufacturing) Allocate the funds on manufacturing and marketing (Finance ) Sales Persons Improve the marketing and sales promotional work Schedules. -Weekly basis reports should be prepared to assess the progress in all the areas. (Marketing / Manufacturing / Finance ) -Monthly / quarterly evaluations should carry out each and every month end quarter end. Resource requirement and sources. -Manufacturing , Sales marketing , cash and master budget should be prepared in order to identify the resource requirements. -Retained profit can be re- invested in this plan. If it requires further funds, a bank loan is recommended. A communication process, -The Stakeholder Communication Plan should be used to address the potential and Existing stakeholders. -Advertising campaign also to be carried out. A review and monitoring process, -Functional level managers should report to the business level strategic level managers to evaluate the outcomes in weekly basis. -Corrective action should be taken immediately, if it requires. Accountability processes procedures, Accurate financial statement should be prepared to comply with IFRS. 4.2 Effect of changes on an operational area. According to the given case of Levis is concerned, its operational areas and responsibilities have been changed after implementing the action plan. Therefore it is required to evaluate the effect of changes in operational areas of the Levis. Which can be summerised are as follows, Manufacturing Due to the new changes of strategic planing, manufacturing schedules budget has been changed. Production volume has to be increased while economies of scales should be measured. The manufacturing budget also to be increased to comply with the new demand innovations. Marketing Sales Marketing plan sales plan should be changed and it has to be focused on selected target to increase the sales volume profitability of the Levis. New marketing strategies and advertising campaigns should be tested to achieve the targets. Finance Accounting As a result of expansion of the operations, accountability work has to be done in a proper way. Required reports, financial statements should be up to date, in order to take accurate decisions to the top level management. Resource allocation should be done in a systematic way, by analysing the fund requirements. Sources of finance should be selected based on the minimum cost outflow by the company to cater to the new expansion of operations. Human Resource Management New recruitments to be done to strengthen the workforce of the Levis with the new expansion process. Proper training programmes to be arranged in time to get the efficient effective works from the staff. Research Development Time to time, researches should be conducted to identify the market trends and changes in customer behaviours. Conclusion According to the detailed analysis of the Levi Strauss Case study is concerned, we have been assessed it in a systematic manner. Further, it has evaluated the strategic elements of an operational plan, stakeholder analysis, setting communication strategy. Finally it has analysed the action plan to achieve the desired objectives and goals of the Levi Struss Co. Therefore it has clear that, company needs to follow proper systematic strategic plan to achieve its objectives in the short term as well as in the long term. References Book References Abraham, S. C. (2006), Strategic Planning: a practical guide for competitive success, 1 st ed., Emerald Group Publishers, pp. 11-12. Alkhafaji, A. F. (2003), Strategic Management: formation, implementation, and control in a dynamic environment, The Haworth Press Inc., pp. 11-13. Bamford, C. E. West, G. P. (2008), Strategic Management : value creation, sustainability and performance, Cengage Learnings, pp. 120-128 Bryson, J. M. Alston, F. K. (2005), Creating and Implementing Your Strategic Plan, 2 nd ed., John Wiley Sons Inc., pp. 297-305. Costanzo, L. A. Mackay, R. B. (2009), Handbook of Research on Strategy and Foresight, Edward Elgar Publishing, pp. 301-323. Daft, R. L. (2009), The New Era of Management, 2 nd ed., Thompson Learnings, pp. 245-247. Freeman, R. E. (2010), Strategic Management: a stakeholder approach, 2 nd ed., Cambridge University Press, pp. 24-38. Harrison, J. S. John, C. H. S. (2008), Foundations in Strategic Management, 4 th ed., Thompson Learnings, pp. 76-87 Hill, C. W. L. Jones, G. R. (2008), Strategic Management: an integrated approach, 10 th ed., Cengage Learnings, pp. 16-19. Hussey, D. (1998), Strategic Management: from theory to implementation, Butterworth Heinemann, pp. 49-74 John, R., Cox, H., Gilles, G. L., Grimwade, N., Allen, M. Finn, E. (2002), Global Business Strategy, Thompson Learnings, pp. 45-49. Kazmi, A, (2008), Strategic Management Business Policy, 3 rd ed., Tata Mc-Grow Hill, pp. 309-312. King, J. B. (2004), Business Plans to Game Plan: a practical system for turning strategies into action, John Wiley Sons Inc., pp. 23-25 Masson, P. L., Weil, B. Hatchuel, A. (2010), Strategic Management of Innovation and Design, Cambridge University Press, pp. 33-36 Morden, T. (2007), Principles of Strategic Management, 3 rd ed., Ashgate Publishing Ltd, pp. 20- Pearce, J. A., Robinson, R. B. Mital, A. (2008), Strategic Management: formation, implementation, and control, 10 th ed., Tata Mc-Grow Hill, pp. 41-43. Ritson, N. (2011), Strategic Management, Ventus Publishing, pp. 179-188. Sadler, P. (2003), Strategic Management, 2 nd ed., Kogan Page Ltd, pp. 9-13. Simerson, B. K. (2011), Strategic Planning: a practical guide to strategy formulation and execution, ABC-Clio LLC., pp. 234-240. Stead, W. E., Stead, J. G. Starik, M. (2004), Sustainable: Strategic Management, M. E. Sharpe Inc., pp. 105-110. Web References Study the company details, [online], Available from : http://www.levistrauss.com/about/heritage, Accessed on 01 st December 2012.

High Heels Essay -- Fashion Shoes Papers

High Heels "To be carried by shoes, winged by them. To wear dreams on one's feet is to begin to give reality to one's dreams." -Roger Vivier Shoes of every make and style are loved by women across the globe but it is the heel, whether stiletto or platform that is coveted, adored, desired in such abundance simply in and of the shoe itself. They're everywhere. They run rampant in books, calendars, photographs, album and movie covers, dangling in miniature precious metal versions from earlobes and chains, women's closets and even their living rooms, and let's not forget their most important place of residence- women's feet. They're a constant obsession in pop culture, endlessly talked about and fetishized in television, movies, song lyrics, and seem to be worn without fail by glamorous celebrities no matter the occasion. The most notorious of the shoe loving pop culture media is of the smash HBO series Sex and the City, in which shoes are one of its main themes. Cast of Sex and the City at http://www.spiegel.de/kultur/gesellschaft/0,1518,grossbild-233666-286899,00.html What's in a shoe? Perhaps it was originally intended to protect one's feet from the elements but today the shoe has evolved from its practical origins to grandiose heights, and at the highest level is of course, the high heel. Heels are not something one simply wears on their feet, but a passion, hobby, personal expression, source of authority, sexual independence, staple of gendered feminine culture, mark of flaunted femininity, psychologically empowering, and joy. Women choose to wear high heels for many reasons; the key is that they indeed are the ones who proactively choose to endorse the high heel, often at the expense of their own physical com... ...t the decision to wear high heels is one way to rebel within a system. Women who wear these tall heel it because they like to, for their own pleasure. Whether they like the erotic connotations, excitement, height, delicate structures, dangerous points, phallic penetrative qualities, royal history, haughty independence, aesthetic beauty or a confusing combination of all of that and more, women who love high heels do so of their own volition and desire. Manolo Blahnik, the "high priest of high heels" (Benstock & Ferriss) sums up the patronizing idea that women should be pitied for their chose and love of high heels. He was once asked if he, "ever felt sorry for all those women teetering through their lives on the spikiest of high-heeled shoes," to which he responded, "Oh, my God, how could I feel sorry for them? Sorry. Sorry for who? They love it." (Specter, 388)

Apple’s Strategies Since 1990

Apple Evaluate Apple’s strategies since 1990 and explain why Apple has been through difficult times. What made the â€Å"Apple turnaround† possible? After firing Steve Jobs, Apple has been trying to fit into many different markets. They started diversifying into many different areas and ended up with half a dozen products suitable for each area. But this was not what made Apple famous. In 1986 they were seen as a rebellious company trying to be different to IBM and Microsoft. Steve Jobs had the idea no to anticipate the same path as other companies in the computer industry but to create a company which is unique.Unfortunately the CEO of Apple at that time didn’t share the same perspective and forced Jobs out of the company. Apple was not able to keep up with IBM and Microsoft who had a far greater market share. In the period of 1990-1997 Apple had 3 different CEOs, which is a statement for itself. The era of Sculley, Spindler and Amelio was not a successful one. A company as big as Apple shouldn’t have had the necessity to change the CEO every 2 years. In this period Apple was seen as one of the worst managed companies in the industry.Apple’s image of being a simplistic company was hurt through different product lines varying only a little in the technical specifications. John Sculley, Apple’s CEO from 1985 to 1993, attempted to gain market share through lower priced products, alliances with IBM and outsourcing most of the manufacturing in order to cut costs. When Spindler became CEO he decided to withdraw all alliances that Sculley has anticipated and started out licensing Apple’s OS to companies who would then be working on Mac clones.Amelio replaced Spindler due to the flat performance of Apple. Further restructurings were undertaken but unfortunately they all lead to nothing. Probably one of the best decisions that Apple pursued was the acquisition of Next and the return of Steve Jobs. One of the first measur es, which were undertaken, is brining back the development in house. Jobs believed that it would be of far more benefit if Apple would develop Software, Hardware and Design all under one roof. The advantage was that everyone had a holistic idea of product development.This worked out very well and turned out to be one of the competitive advantages. Another important step, which made the ‘turnaround’ possible, was that Apple stopped outsourcing their Operating System. Steve Jobs was back, and Apple was in much greater shape than in any of the years without him. He demonstrated that he has learned from his mistakes through his willingness to co-operate with Microsoft allowing them to develop MS Office software for Macs. The first product, which was released after Steve Jobs’ arrival was the iMac in 1997.Many people at the company didn’t believe that this was going to be a success, but Steve Jobs proved everyone wrong. The iMac was a huge success and brought s ome market share back to Apple, but more importantly Apple gained the confidence and got back on the right track. During the development of the iMac, Steve Jobs decided to hang up the pirate flag. In one of his interviews he stated that ‘Apple forgot who Apple was’, and this marked the return of the rebellious company.

Diversity in the Workplace and Implications Essay

Diversity in the Workplace: Implication for Human Resource Development – Paper Week 3 A brief description of the event and the work environment the discrimination occurred (Omit identifying demographic information and use fictitious names as needed). True event: When I was a younger man back in 1973 or 74, I was out in (Royal Oak) near the (Detroit Zoo). I cannot remember the reason I went out there more than likely just joy riding, I use to do a lot of that when I was younger since the age of 18, and mostly I have driven new cars all my adult life. I saw a sign for a delicatessen that offered corn beef sandwiches among others; so I stopped, and went in to buy a sandwich. When I entered there were people already in line placing and receiving their orders and more people came in after me; you did not need to have a number for your turn to place an order. The order taker or waitress a (white female), was doing a good job of calling the correct person for their orders until my tu rn was up. When my turn came the order taker asked someone for their order that I felt entered after I did, but I saw not sure. Anyway after this person made their order (MY turn), wrong; she asked someone else could she help them, but what she did not know was that me and this person had short small talk while waiting our turn. Instead of stepping up to place an order, this person said; I think gentlemen is suppose next, the order taker said (oh sorry), and asked me (what do you want)! I looked at her and said not a thing from this place, and turned and walked out. As I left I could hear a few people telling her about manners and he was just another customer regardless. Oh did I mention that I was the only person of color in the delicatessen. I was not embarrassed, but angry as a (**********). Federal and state legislation that supports fair workplace practices: The Department of Labor (DOL), enforces more than 180 federal laws. These mandates and regulations that implement them covers workplace activities for 10 million employers and 125 million  workers. The following is a brief description of (DOL’s) statutes which are most applicable to businesses, job seekers, workers, retirees, contractors and grantees. This brief summary of major labor laws and not to offer a detailed explanation. For authoritative information and references to fuller descriptions on these laws, you should consult the statutes and regulations themselves. (Employment Laws Assistance) provides a list of U.S. Department of Labor laws and regulations with links. The DOL compliance assistance Web site offers complete information about how to comply with federal employment laws. Rulemaking and regulations provide brief descriptions of links to various sources of information on DOL’s rulemaking activities and regulations. The Fair Labor Standards Act (FLSA) describes standards for wages and overtime pay that affect private an d public employment. This act is administered by the Wage and Hour Division. It requires employers to pay covered employees who are not otherwise exempt, the federal minimum wage and overtime pay of one-and-one-half-times the regular rate of pay. For nonagricultural operations, it cuts the hours that children under age 16 can work and forbids the employment of children under age 18 in jobs deemed too dangerous. For agricultural operations, the law prohibits the employment of children under age 16 during school hours and in certain jobs deemed too dangerous. The Wage and Hour Division also enforces labor standards provisions of the Immigration and Nationality Act (INA) that apply to aliens authorized to work in the U.S. under certain nonimmigrant visa programs (H-1B, H-1B1, H-1C, H2A). (Labor, U. D. (2015). The responsibilities of human resource managers and their implications concerning race, culture, age, gender, sexual orientation, spiritual or religious beliefs, and disabilities: The (Human Resource M anager) must have the ability to meet the needs of the changes within an organization. Organizations are becoming more successful, adaptable, and resilient, can quickly change directions, and customer centered. In this environment, the human resource professional must learn how to manage organizing, leadership and controlling of human resources, and have knowledge of emerging trends in ways of training and employee development. Dimensions of workplace diversity includes age, ethnicity, ancestry, gender, physical abilities, qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work  experience. (Chan Dr., A. (2015). How risk management strategies support equity within the workplace: Diversity and equality in the workplace is more than a business. It is imperative for a good solution to decades of race, gender, age, religious and sexual orientation discrimination. Having diversity that respect people from different backgrounds helps businesses produce a better product, makes new markets, and work with larger list of customers. Promoting principles means adopting diversity in all practice approaches. This means that diversity must be considered at each level, and in each policy from the management approach, hiring, and promoting, to new business development. (Ogunjimi, A. (1999-2015). Why issues of diversity within the workplace are paramount for human service workers and for management of human service organizations: Discussing the issues of the advantages and disadvantages of workplace diversity is not only difficult, but sometimes could be a situation in the workplace that is wished to go away rather than address the issue. There are times when discussing topics that include diversity and cultural differences lead to debating issues concerning stereotypes, generalizations, unfair workloads, and presumptions about particular cultures, religio ns, races and other issues of a diverse group of people. Broaching the subject of diversity can become an issue; however must issues can be done with candor, sensitivity, honesty and respect boundaries set for the discussion, this challenge can be easily resolved. You may need an experienced coach or human resources leader to facilitate the discussion, or may even require the services of a diversity expert. (Mayhew, R. (2015). How this experience or observation may influence issues of diversity within your dream organization for Week Five’s Learning Team Presentation: Issues of diversity and my experience or observation within our dream organization for Week Five’s Learning Team Presentation is mind boggling. First of all the diversity within the team and dealing with issues is stressful, but it has made me more determined to do the best I can to help our team by doing my part. I also feel that (Week Five’s Learning Team Presentation) for team B, will go smoothly. How this would apply to the development and management aspects of human resources: Human resource management incorporates everyone and everything that concerns the organization, and someone with a degree in human services can work as a manager in a personnel department. Human resources and development are more  specific. It focus is on improvement of personnel through training, selection, and other methods. The goals of human resource development personnel are worthwhile for improving organizational productivity. The goals of human resource management are more general and sometimes unclear. However, many employers are impressed if you have any type of management degree, especially if you want a higher level or higher paying job. (LAawMedMBA, L. (2009). References Chan Dr., A. (2015). The Challenges of Human Resource Management. Retrieved from http://www.zeromillion.com LAawMedMBA, L. (2009). What is the difference between human resource Development and human resource management. Retrieved from http://answers.yahoo.com Labor, U. D. (2015). Summary of the Major Laws of the Department of Labor. Retrieved from http://www.dol.gov Mayhew, R. (2015). Major Issues to Consider for Workplace Diversity. Retrieved from http://smallbusiness.chron.com Ogunjimi, A. (1999-2015). Strategies Promoting Equality & Diversity in the Workplace. Retrieved from http://www.ehow.com