Lesson Plan for PPP lesson plan for teaching Essay Example

Lesson Plan for PPP lesson plan for teaching Paper Group activity with a ball in a circle. Teacher presents situation I. E classroom and throws ball to a student. Student who receives ball states something they are allowed/ not allowed to do, l cant talk over the teacher Introduces concept of can/cant giving student opportunity to use the term can/ cant if they know it. This would be a controlled activity. For a lead in you need to create interest and set the scene. They wont be able to go straight into an activity using the TTL until after o have taught it. We will write a custom essay sample on Lesson Plan for PPP lesson plan for teaching specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Lesson Plan for PPP lesson plan for teaching specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Lesson Plan for PPP lesson plan for teaching specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Also this is the wrong use of the TTL rules / permission. You must stick to abilities based on skills. Presentation: Introduce meaning form on board. Students are recognizing meaning, usage. Present language through slideshows Sam the dog. Sam is shown on slide show I. E skiing, walking etc. Students answer if Sam can/cant do each activity I. E Sam cant ski, After the sentence is shown on slideshows, students repeat. Students can visually attach words to situations repetition allows pronunciation reactive. Controlled: Introduce Emily Cams owner. Students asked to complete a written activity in pairs They answer true/false questions about things Emily Sam can/cant do. Feed back. Paperwork: complete a gap fill exercise, Sam and Emily day with can/cant. Teacher review students learning. Free Play true/false game. Sides of the classroom are true/false The teacher states different examples of what Sam can/cant do. Students run to the correct side.

Blooms Major Novelists

Blooms Major Novelists Includes bibliographical references (p. 112-118) and index.Summary A comprehensive research and study guide for several novels by Charles Dickens, including plot summaries, thematic analyses, lists of characters, and critical views.Contents Biography of Charles Dickens [pt. 1]. Plot summary of Great expectations List of characters in Great expectations Critical views on Great expectations: Sylv ©re Monod on the morality of the novel Julian Moynahan on Pip as Dickens's most complex hero Harry Stone on fairy-tale aspects of the novel H.M. Daleski on the use of the first person in the novel A.E. Dyson on Magwitch Q.D. Leavis on guilt and class in the novel John Lucas on Pip as character and Pip as narrator Pearl Chesler Solomon on Dickens and his father Murray Baumgarten on writing and speech in the novel Thomas Loe on the Gothic elements in the novel [pt.Dickens at the Blacking Warehouse. Charles Dickens...2]. Plot summary of Bleak House List of characters in Bleak Hou se Critical views on Bleak House: J. Hillis Miller on the theme of interpretation in the novel Virginia Blain on Esther's "Sexual Taint" Christine Van Boheemen-Saaf on the novel as Victorian family romance Harold Bloom on the novel as canonical Laura Fasick on the diseased body in the novel [pt. 3]. Plot summary of David Copperfield List of characters in David Copperfield Critical views on David Copperfield: Charles Dickens on the novel Mowbray Morris on Dickens's fancy William Samuel Lilly on the sober veracity of the novel Algernon Charles Swinburne on the novel as masterpiece Stanley Friedman on the model for Uriah Heep [pt.3]. Plot summary of A tale of two cities List of characters...

Provide a critical review of the current risk management activities of Essay

Provide a critical review of the current risk management activities of any one (large, international) financial institution of y - Essay Example The organization has intensified their cost disciplines while investing in some selective growth areas that support the priorities of execution. Risk management is the process through which potential risks of the organization is identified, analysis is done and then precautionary steps are taken in order to reduce or cut down the risk. In the world of finance this practice is a very common one and is followed by almost every financial institution. Whenever an entity goes with some investment decision they are exposed to a large number of financial risks. The degree of risk involved depends on the type of financial instrument involved in the investment. These financial risks can be of various forms like recession, volatility in the capital market, high inflation and bankruptcy. Therefore, in order to control and minimize the exposure of the investment to such risks, the investors and the fund managers are seen to practice risk management. If adequate attention is not given to the risk management while making important investment decisions then disastrous situation may result during the financial turmoil in the economy (Webster, 2010; The Economic Times, 2013). Different categories of asset classes are attached to different levels of risk. Risk management is a vital function within Barclay, which is operating globally and enjoys great visibility. The risk team formed with the organization plays a significant role by aiding the senior management to incorporate informed decision taking the implications into account. The risk management team of Barclays operates across the organization protects the reputation of the organization by ensuring and securing the financial performance of the organization. The organization has dedicated team of experts who carries out valuable work in managing the issues that causes significant impact on the business (Barclays, 2013a). This study focuses on the risk management of Barclays bank, measures it risk appetite and discusses wheth er corporate governance supports these risk management activities. Figure 1 Source: (Youngberg, 2010) Risk Appetite Good risk management does not signify avoid all types of risk at any cost. It indicates the various types of informed choices that the organization makes related to the risk in pursuit of its measures and objectives that lead to mitigation of risk. Defining the risk appetite of an organization is an integral part of risk management. Best-of-class companies does not design or discuss their risk management as an isolated add-on process but it is viewed as an important part of their strategy execution and design. The new strategic initiative taken by the organization may open attractive opportunities for the organization but the rewards should be balanced properly with the risk that is generated. In order to integrate risk dimensions fully in the strategy design the company needs to be aware of how much risk it is willing to take and how it is planning to balance between opportunities and risks. Foe enterprise risk management defining the risk appetite is very essential (Barfield, R., n.d.). While deciding on the risk appetite of the organization the board of directors should categorize the different types of risk and decides on the capacity. This includes the type and amount of risk the organization is capable of supporting in pursuit to the business objectives and taking into account the access to the

Silverstone Essay Example | Topics and Well Written Essays - 500 words - 2

Silverstone - Essay Example be required in the circuit in the near future, or some variable that the company may need to keep under consideration while taking strategic decisions. In order to evaluate the business environment, tools such as PESTEL and SWOT have been used. SWOT analyses internal environment as well as the external environment of the entity, whereas PESTEL is thorough external environmental analysis. Silverstone enjoys amazing brand equity and can easily attract sponsorships from people whenever an event is taking place there. Their biggest strength, the brand equity should be capitalized for further expansion plans and channelizing it towards catering to weaknesses. The biggest weakness is the fact that they are not allowed to increase their ticket price (Wadham, 2010); while pivoting through brand equity and the services Silverstone has been providing, they can increase the price marginally to reap greater profits. Also, such a successful organization needs to develop an organizational structure to increase responsibility and accountability. There is no presence of an organizational structure that may hamper its pace towards success (Silverst one, 2010). The biggest opportunity that Silverstone is already working on is to provide the extended accommodation to people who want to have an extended stay at the track. This along with their extended marketing plans to reach out to women should help them gain a competitive advantage in their favour. In today’s market, it is very important to gain advantage and increase market share; Silverstone is on the right track to get a better market share. Silverstone should focus on marketing the brand name and not serve as a host, as it will diminish brand recognition of the customers (Silverstone, 2010). Further analyzing the external environment through PESTEL, one realizes that one of the biggest issues that Silverstone faces is political. Silverstone may feel political pressure in the future to vacate the land as it does not bring in

Progressive Era through the Great Depression Research Paper

Progressive Era through the Great Depression - Research Paper Example However, considerable achievements were realized during the period of the Great Depression. Examples of theses said gains are the establishment of the UN Commission on women status (Pierre, 2000). These movements fashioned the foundation for the current advances in women rights that are being witnessed in the current society. The second event this paper will expound is the stock market crash of 1929. The crash has been often cited as among the worst stock market crash in the history of United States. Its impact was so massive; it took the American economy approximately ten years to recover from this fallout. This stock market crash was preceded by a nine year steady rise of the American economy. The magnitude and implications of this crash warrants its classification as a significant turning point in the period of discussion. 2) 911 attacks and Terri Schiavo The current America society has witnessed several turning points, be it in the economic, political or cultural perspective. How ever, none rivals the power of the September Eleven attacks as a turning point. These attacks, more than ever, brought to the public light the vanity of American national security forces. It demonstrated just how susceptible the American people were to foreign attack. These attacks instigated radical reforms to the American government and subsequently the introduction of comprehensive security measures (Lionel, Baron & Murray, 2005). ... Terry Schiavo was left to die of starvation and dehydration that culminated in her bleeding to death (Randall, 1998). It is an appalling act that has put the human rights advancement in jeopardy. This single incident has the power to portray Americans as people with complete disregard for human life. Terry Schiavo was a responsive woman whose state of incapacitation signed her death warrant. The extent of public outcry that followed her death depicts the extent to which this was a gross act of negligence (Randall, 1998). 3) Why western states first There exists no substantiated assertion as to the reason why western states were more accepting of women suffrage as compared to their eastern counterparts. However, there are some claims that appear to be more logical than the rest. The western states had more male mortality rates as compared to the eastern regions (Thomas, Hall & David, 2009). As such, women were forced, by circumstances, to adopt a more assertive role in their lives. As such, they put themselves in the frontier. This then necessitated their suffrage to be accepted if the western states were to survive. An additional elucidation can be sourced from the relative lower women demographic as compared to the eastern states. The eastern states could afford to dominate their women as they were plenty in supply. However, the western states did not have this luxury. Therefore, they had to institute reforms that would entice the female population to migrate into their region. These reforms majorly included the creation of an enabling environment for women suffrage. This rationale is the more logical one in the class of

What a Multinational Company?

What a Multinational Company? 1- Introduction: For better understanding this is important to discuss what a multinational company is in first place. In short words multinational company can be defined as a company or an organization that serves or produce in more than one country is known as multinational company. Other names use for such kind of organizations is Multinational Corporation (MNC), Transnational Corporation (TNC) or Multinational Enterprise (MNE). Multinational organization can be engaged in manufacturing, services or the exploitation of natural resources in the operating countries. Different writers described different definition of multinational companies. According to Moore Lewis (1999, P. 21) stated that â€Å"an enterprise that engages in foreign direct investment (FDI) and own or controls value adding activities in more than one country is known as multinational enterprise†. As Jones (1996, p.4) says â€Å"An MNE is usually defined as firm that controls operations or income generating assets in more than one country.† There is a long list of multinational firms like Sony, Nestle, Wal-Mart Stores, General Motors, Ford Motor, ConocoPhillips Microsoft, Nokia, Toyota Motors, Intel, Coco-Cola, Sony, IBM, Nike and Citigroup etc. Now the main question is about the multinational companies of different origin adopt different approaches of HRM practices. To discuss this section this is really important to discuss the HRM practices in first place, to define what HRM is and then its practices will be discussed throughout this essay step by step, and then practices of HRM in broader context for the MNCs or MNEs. HRM is modern word use in the businesses, which can be defined as â€Å"a model of personnel management that focuses on the individual rather than taking collective approach†. (www.dictionary.bnet.com). As Pennington Edwards (2000, P. 4) stated that â€Å"Human Resource Management (HRM) is a new way of thinking about how people should be managed as employees in the workplace†. It can be classified into two schools of thoughts.i.e. Hard HRM Soft HRM. Both types of HRM are under studies of different authors in detail. Now to concentrate on the question directly a survey is going to be under studies â€Å"Country of origin effects and HRM in multinational companies† which took place in 2007 by P. Edwards et al. In which he discussed 302 UK based multinational companies, which cover both UK owned and overseas owned companies. This study will play an important part in the essay to get the conclusion either multinational companies of different nationalities have different HRM approaches and practices or not. 2- Challenges In Multinationals According to Brett, Jeanne Kristin, 2006, international businesss nature is going under a sea change. The globalisation, multi-nationalisation, and the geographical diversification is pushing companies towards change in their management structure and style. Multinationals now need to consider regional market conditions and develop strategies to cater to each of the regional markets. Culture Shock Culture shock is the big challenge for multinationals, the difference brings the different thinking ways and working ways, and it needs time to adjust it. In most cases the expatriate manager prefer to emphasize and require the home office or home country values on the host countrys employees instead of accepting and learning within the new culture. (Adler, 2002) Lack Of Cross Cultural Training In fact, most multinationals ignore this training program during the staffing management. However, the better understanding about culture block can help managers to improve the effectiveness of staffing management. For example, The managers at Bell Canada were totally asked be training about Muslim laws of drinking and the treating of women there before he or she assigned a project for Saudi Arabia such like constructing the telephone system in there. (Adler, 2002) Family Problems Family problem for PNC manager is another challenge. The overseas employees always think of their family. Sometime, such emotion will effect the concentrations in their work. These difficulties are usually underestimated. What the organization should do is to assist expatriates family to adapt their new environment. (Dolan, 1996) 3- HRM Functions In MNCs Team members of multinational companies come from different countries with the different culture, economic, religions and habits. All of these differences bring the different thinking and working methods, thus, how to manage the multicultural team is a big challenge for the HRM in the multinationals. In the article â€Å"Managing multicultural team†, the author states that â€Å"Communication in Western cultures is typically direct and explicit. In many other cultures, meaning is embedded in the way the message is presented. The differences can cause serious damage to team relationships† (Jeanne Breeet , Kristin Behfar, and Mary C. Kern, 2007) . Retaining Subsidiary Staffs Retention It can be argued that the retention of staffing in the multinationals subsidiary conducts huge influence. The transfers between the PCNs, HCNs and the TCNs are the big issues in the staffing management strategy. Scolders identify that the HCNs and TCNs who are sent to the corporate headquarters (HQ) called inpatriates. As this article mentioned before, the ethnocentric approach, the polycentric approach, the regioncentric approach, and the geocentric approach are the four major nationality staffing policies in the international staffing, by analyzing the complex and the new situation appear in the relationships between the HQ and subsidiary, B. Sebastian Reiche (2007) explores the international stiffing-related retention strategies . Firstly, he claims that a pluralistic and consensus-driven approach to international staffing enhances the retention capacity of international staffing practices through increased responsiveness to and involvement of the respective local unit. He states that the knowledge and skill from the local staff can help multinationals to reduce the risk and culture-bound in the local market. He also believes that this approach can improve the loyalty of local staffs, and the local staff can achieve individual career plan to cohere the institutional development plan. At the same time, he states that the PCNs still act as the vital role for informal controlling and coordination in the multinational companies. Secondly, he indicates that expatriation of local staff can help to retain the MNCss retention. In this approach, he states that the â€Å"inpatriates can share their social and contextual knowledge of the subsidiary environment with managers at the HQ. And also inpatriates tend to be accepted by HCNs more willingly than foreign personnel.† HRM is all concern about the employees at the work place, but the demands from HRM gone up as the education rate grown up. As Pennington and Edwards (2004, P.4) stated that â€Å"As a level of education become higher, a greater proportion of the population world wide expect more than fair treatment, they seek a range of intrinsic rewards such as job satisfaction, a degree of challenge, a sense of career progression and satisfying relation with co workers†. Selection Recruiting:- The main function of HRM is selecting and recruiting, no matter the firm is domestic or multinational. Staffing issue for domestic managers and MNCs managers are not very different for recruiting for the middle management or ground floor workers, but for selecting and recruiting of top management then the choices come like parent country national (PCNs), Host country national (HCNs) or third country national (TCNs). According to Parlmutter (1989) divided into three main categories. ‘Ethnocentric where top management favours PCNs managers, who are posted abroad for a period of time. ‘Polycentric where top management give choice to subsidies to fulfil management posts themselves, and ‘Geocentric when top management recruits managers globally and post them anywhere in the world. For example Japanese style of HRM dont rely on interviews and job advertisements, they select the people from the universities and the most top MNCs can afford the students from the most prestigious university. According to Keeley (2001, P.62) stated that â€Å"unlike the most Western companies detailed job description rarely exist. The company seeks to determine if the prospective employee has the type of personality that fits in well with the atmosphere at the company.†While US MNCs rely on â€Å"interview must† attribute of HRM practices in their subsidies. In China, they had no selection processes per se when they first started. Senior managers were appointed by community government-officials. Most of the new hires were based on employee referrals. Selection criteria were based on nepotism and contacts. Hiring decisions are influenced by the following in china: A persons ability to perform the technical requirements of the job A personal interview A persons ability to get along well with others already working here Having the right connections (e.g. school, family, friends, region, government, etc.) The companys belief that the person will stay with the company An employment test in which the Person needs to demonstrate their Skills Proven work experience in a similar job A persons potential to do a good job, even if the person is not that good when they first start How well the person will fit in the companys values and ways of doing things Future co-workers opinions about whether the person should be hired (Huczynski, Andrzej / Buchanan, David, 2001) A most important attribute in Japanese style of HRM is called â€Å"Shushinkoyo† which means life or long term employment. This is considered the success key of Japanese HRM as stated by Keeley (2001, P.65) â€Å"Nevertheless, a number of scholars both Japanese and non Japanese have praised ‘Shushinkoyo and have attributed the success of Japanese enterprises to its practice.† Here this shows that multinational companies from Japan apply different approach for selection the new recruits while US MNCs rely on a different phenomena of selection and recruitment. Performance Appraisal:- This is the HR attribute which has significant attention from both academics and practitioners, the appraisal system in US MNCs use to reduce the labour force as stated in Edwards (2007, P. 40) that â€Å"some US companies, GE for instance, have become known for using the appraisal system to remove the lower- performing employees from the workforce on a regular basis and /or to identify those in need of ‘remedial action for their performance level.† But in Japanese MNCs the companies gives the life time or long term employment as mentioned by Keeley (2001) that it is one of the best attribute of Japanese HRM in small Japanese enterprises or Japanese MNCs. Differences can b seen in the Edwards (2007) survey of Japanese and US multinational companies based in UK, where he stated that â€Å"US companies are more likely to emphasise the importance of behaviour in relation to corporate values, while Japanese firms give lower importance rating to quantitative or qualitative i ndividual evolution criteria, and criteria based on corporate values.† In large organizations the performance review on periodic basis, this is second task of organizations HR departments, after hiring an employee and on the basis of performance employee get bonuses, promotions and rewards. Performance appraisals give opportunity to the workers (individual/group) to get prepare for the future goals of firm. Pay, Compensations, Rewards Benefits:- Compensations like hourly wages and annual salaries while benefits are like life insurance, pensions and sick pays etc. According to Cherrington (1995) stated that compensation should be legal and ethical, adequate, motivate and fair, and should be able to give employment security to the worker. Pay compensation and rewards are not really different from each other, but in simple words rewards is the term use to motivate and to get the future goals by means of workforce for an organization, the reward system plays an important role, by reward (individual/group) the workers get appreciation and get themselves more committed to the firm. These are the some of the main features and functions of any (domestic/MNCs) firm HR department. In Japanese style of HRM they use a Japanese term ‘Nenko Joretsu which means seniority system, where in Japanese HR management the wages goes up with the age and experience, as stated in Keeley (2001, P. 76) said that â€Å"though nenko is most often translated as ‘seniority†. While US and Europe MNCs apply the performance related pay system. This is the most important phenomena of MNCs HR system when they go to borderless business. According to Edwards (2007, P. 46) stated in his survey that â€Å"Nationality has some effects. For example, American firms are likely to give organisational performance a higher importance rating for the KEY GROUP than others firms. UK firms are more likely emphasis individual output measures for LARGEST OCCUPATIONAL GROUP.† It shows the difference in attribute of HR practices and approaches in multinational firms. Training Development:- This is one of the important as well as crucial task for HR department for a firm operating globally, in this area of HRM multinational companies of different origin follow different approaches, for example according to Tung (1981) stated that â€Å"by comparing US, European and Japanese corporations, Americans firms it seems tend to underestimate the importance of training, whereas most European and Japanese organizations see this as a highly important area of attention†. The objectives and goals of training and development are to make sure the skilled and willing workers are available in the organization. Training and development are important to create a smarter working environment. In China, medium and large companies have formal training programmer and many have established special facilities for teaming purposes. Because of the lower educational level in the rural areas, the quality of the rural labour force is significantly in urban areas. Experienced, well-qualified staffs are in short supply. To disadvantage of hiring Key personnel from a shallow pool of talent, they invest heavily in training. Training is an important investment in human capital. Training improves an individuals performance and increase organizational effectiveness. (Ahlstrom Garry, 2001) Japanese MNCs pay less attention to training and development attribute of HRM, the reason might be the less mobility of workers in the Japanese firms, as they use the term ‘Shushinkoyo. According to Keeley (2001, P. 88) stated that â€Å"A study of the Japan Productivity Centre found differences in the attitudes towards training in Japanese and American firms.† Where Keeley stated that from the study and respond of both countries towards training issue were positive but American firms were strong and more positive then the Japanese firms and he also stated that Japanese firms arrange training on ‘request basis. A strategy which makes a firm successful is not easy to implement when they go beyond the borders, because of the barriers which might be language, religion, culture and legislations etc. As Keeley (2007, P.89) stated that â€Å"HR practices which makes a firm successful in domestic environment are difficult to implement in their overseas subsidiaries.† 4- HRM Approach In Multinational Firms: Now in this essay some of the multinational firms characteristics will be studied to see do they get affected by the country where they belong to in their HR practices and approaches or not? There are many MNCs, the country which has most MNCs is USA, and after that are Europe, Japan and Germany. There are many writers who discussed the issue of ownership and HRM in MNCs like Evan, Lank and Farquhar (1977), Barlett Goshal (1989), Rozenzweig Nohria (1994) and Innes Morris (1995) etc, which prove that the issue of ownership has been in discussion from ages, as according to Economist (1995) said that â€Å"the issue of ownership is central to the number of important policy related and academic debate in the area of HRM and IR, One line of argument is that, with increasing globalization MNCs are becoming stateless players, detached from individual nation states†. MNCs of different origin work in the host country by applying its local mechanism of HR practices and approaches, because it is not possible to work and apply 100% approaches of the parent country, as according to Rozenzweig Nohria (1994) said that â€Å"a rank and file IR issues are more likely to exhibit ‘local isomorphism †. There are many arguments about the affection of country of origin on MNCs HR practices, the reasons are many for MNCs to adopt different approaches of HRM, as Ferner (1997) described that â€Å"in short, it is imperative to take into account the dynamic of nationality as a factor affecting the behaviour of MNCs. The modernization of political institutions, the rapid pace of technology, the internationalization of product itself and changing pattern of international market and competition, all are likely to modify to pre existing national structure although not necessarily in the direction of convergence of different national systems on a si ngle model†. Now the essay will point out some differences in Chinese and American Human Resource Managements. China is one of the fastest growing economy of the world, according to Zhu (2005, P.2) explained that â€Å"the past two and half decades of reforms and impressive economic growth have witnessed an unprecedented enthusiasm for the establishment of foreign invested enterprises (FIEs). Many foreign companies have expended their operations into china, attracted mainly by the sheer size of its potential market†. There are many multinational firms in China like Aluminium Corp (ACH), China Petroleum Chemical Corp (SNP) and China Unicom (CHU) etc. The main practice of HRM is selection and recruitment as mentioned above, and the difference between the process of selection of Chinese and USA approach is, in USA model of HRM job interview is essential for filling a major position, while in Chinese HRM mostly jobs are allocated by government and interview process is not common. In reward system the USA model of HRM offers a variety of incentives system, while Chinese HRM system is different from USA, in Chinese system salary ranges are narrow, group reward system is common, but the pay system is more motivate than American pay system. In performance appraisal USA model of HRM believes in two way communication, while in Chinese model supervisor have absolute power and authority to evaluate subordinates, in USA participative management is welcome and encourage, but in Chinese HRM collective leadership is common, and in major decision making, the involvement of workers is symbolic. The difference can be seen in different origin or nationality MNCs that the US MNCs are significantly more like to collect information on employee attitude bring together HR managers from different countries and use HR international shared services, Japanese organizations are less likely to collect data centrally, while French origin MNCs acting more likely in US style of HRM practices, and German origin MNCs firms follow Japanese style of HRM practices. (Jackson, 2002) The best example is British American Tobacco (BAT), which is operating in a number of countries in the world, i.e. Pakistan, South Africa, UK, Japan, Saudi Arabia and many more. As this is an American based firm, and American have an ‘interview must attribute in their HR practices, they apply the same approach for selecting and recruiting in the host country Pakistan, and the adopt some practices of Pakistan HRM practices (host country) like monthly payment of salaries instead of weekly wages, so its means BAT reflected their parent country HRM practices in some ways and in subsidies like UK, BAT apply the same HR practices and approaches as the parent country have, because the culture difference is not very distinct from each other i.e. UK and USA. (www.bat.com) (self experience as a worker of BAT in Pak) 5- Conclusion This essay was carried out to see, do multinational organizations of different origin have different approaches to international human resource management? There were some evidences that showed the answer as ‘Yes they get affected by its country of origin in on or other way, but it is also proved that the most of MNCs adopt ‘the best fit policy when MNCs start operating in a host country, because of the obstacles in the host country, i.e. language, religion, norms and values, culture and legislations. Writers in HRM field have different opinion about the behaving of MNCs, so the best option for MNCs is to apply the ‘best fit approaches of the HRM practices, means combination of both (Parent Host countries) HRM practices. The issue of ownership country of MNC has been in discussion for ages, but still there is not a 100% accurate answer came out as according to Ferner (1997) said that â€Å"but existing research has failed to systematically explore differences†. All these discussion and researchers efforts bring the conclusion that in some HR attributes in MNCs they follow the a universal approach while in some they follow the different approaches in HR practices, according to the survey by Edwards (2007) stated that â€Å"throughout the report, we have noted the persistent influence of nationality. There are clear national differences in all four area of HR/ER: Pay performance, Learning development, employee involvement and employee representation.† But the bottom line can be that: yes! Multinational firms of different origin can be effected by the parent country HR practices when the run business in other part of the world instead of the home country. There are some obstacles for multinational companies which can stop them to apply the 100% parent country HR practices in their subsidies like legislation of the host country, rules and regulation and more, there is term used in Edwards (2007, P.29) survey of Multinational companies in UK called discretion or local autonomy. Which shows multinational companies of different origin give the power of decision making and freedom to their subsidies? In that survey the high discretion power firms are Japanese, which means Japanese multinational companies give more freedom to their subsidies comparatively to American, French and other Multinational firms of different origin. But another thing can be the law enforcement of subsidies (host Country), the example can be Germany where the rules and regulation are strict so the difference in practices of HR of a multinational firm would not be as bigger as in Pakistan, because of the law enforcement, like differences would be less in Europe but it would be greater in Asia. Reference And Bibliography Acuff, F. (1984) International and Domestic Human Resource Functions: Innovations in International Compensation. New York: Organization Resources Counsellors, pp. 3-5. Bartlett, C., Goshal, S. (1989) Managing across Borders : The Transnational Solution, Boston, Harvard Business School Press. Briscoe, R.D. Schuler, R.S (2004) International Human Resource Management; 2nd Ed, New York, Prentice Hall. Cherrington, D, J. (1995) the management of human resources; Enkweed Cliff, NJ: Printice Hall. Edwards, P. at al. (2007) employment practices of multinational companies in organisational context: Available at: http://www2.warwick.ac.uk/fac/soc/wbs/projects/mncemployment/conference_papers/full_report_july.pdf Ferner, A (1997) ‘Country of origin effects and HRM in Multinational companies, Journal of Human Resource Management, Vol. 7, no.1, 19 28 Ferner, A. (2000) ‘The embeddedness of US multinational companies in the US business system: implementation of HR/IR. Harzing, W. A. Ruysseveldt, V.J. (1995) International Human Resource Management; London, SAGE Publications Ltd. Harzing, W. A. Ruysseveldt, V.J. (2004) International Human Resource Management; 2nd ed. London: SAGE Publications Ltd. Jemison, D, B. Sitkin, S, B (1986) Corporate acquisition: A process perspective. Academy of Management Review, 11, 145 163 Jackson, T. (2002) International HRM: A cross cultural approach, London; SAGE publications Ltd. Jones, G. (1996) The Evolution of International Business: An Introduction; London, Routledge. 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Examining the Crosses Between Drosophila Fruit Flies Essay -- Fruit Fl

Examining the Crosses Between Drosophila Fruit Flies Introduction The major topic of this experiment was to examine two different crosses between Drosophila fruit flies and to determine how many flies of each phenotype were produced. Phenotype refers to an individual’s appearance, where as genotype refers to an individual’s genes. The basic law of genetics that was examined in this lab was formulated by a man often times called the â€Å"father of genetics,† Gregor Mendel. He determined that individuals have two alternate forms of a gene, referred to as two alleles. An individual can me homozygous dominant (two dominant alleles, AA), homozygous recessive, (two recessive alleles, aa), or heterozygous (one dominant and one recessive allele, Aa). There were tow particular crosses that took place in this experiment. The first cross-performed was Ebony Bodies versus Vestigle Wings, where Long wings are dominant over short wings and normal bodies are dominant over black bodies. The other cross that was performed was White versu s Wild where red eyes in fruit flies are dominant over white eyes. The purpose of the first experiment, Ebony vs. Vestigle was to see how many of the offspring had normal bodies and normal wings, normal bodies and vestigle wings, ebony bodies and normal wings, and ebony body and vestigle wings. The purpose of the second experiment White vs. Wild was to see how many of the offspring were red eyed male, white eyed male, red eyed female, and white e...