Alberto Korda Essay Example for Free

Alberto Korda Essay The history of Spanish culture and their historic events have been captured through art for centuries. Photography is one form of art that has documented and symbolized historic events that are still used today as historical documents. A Cuban photographer, Alberto Diaz Gutierrez, also known as Alberto Korda, famously documented the events of the Cuban Revolution. Alberto Korda became the world’s most famous Cuban photographer for his photography, documenting history of the revolution with over 55,000 revolutionary themed photographs. Korda was born in Havana Cuba in 1928. He taught himself about photography with his father’s camera, leading to capturing some of the world’s most famous photographs known today. Korda’s career began shooting photographs at weddings and baptisms, and selling his photo’s as souvenirs at the event after he developed them. In 1953 Korda opened up his own studio with photographer Luis Pierce. When the studio first opened, they were accepting any jobs that they came across from advertising to fashion jobs. Korda’s style of photography was distinctive from the traditional photographers style. Korda was different from the traditional style because he disliked artificial lighting and only used natural light in his studio. Korda was quoted saying that artificial lighting was â€Å"a travesty of reality.† It was Korda’s unique style that helped him become widely recognized in the fashion world photography. He quickly established himself as Cuba’s leading fashion photographer. This unique style of untraditional photography led his business to becoming more then a photography studio, but an art studio. In 1959, Korda hit a turning point in his career, the Cuban Revolution. When the Cuban Revolution began, a newspaper was created which was different from most, in which it had many more photographs than articles documenting the uprising events in Cuba. Korda was sent with a team of photographers from the paper to the United States to document the events while Fidel Castro was visiting the United States in 1959. One of the first monumental photographs taken during the visit was a photo of Castro’s visit to the Lincoln Memorial in Washington, D.C, photographed by Korda. From then on, Korda became Castro’s personal photographer; following Castro wherever the revolution took him Korda went, traveling throughout Cuba and overseas. On an assignment after the guerrillas defeated dictator Fulgencia Batista, Korda encountered such extreme poverty that changed his life, transforming himself to become a part of the revolutionary cause. Korda said, â€Å"Nearing 30, I was heading toward a frivolous life when an exceptional event transformed my life: The Cuban Revolution. It was at this time that I took this photo of a little girl, who was clutching a piece of wood for a doll. I came to understand that it was worth dedicating my work to a revolution which aimed to remove these inequalities.† The photograph was named La Nina de la Muneca de Palo. One of the images that Korda captured of the leaders involved was of Fidel and Nikita Khrushchev, illustrating the differences in each of them that were obvious in their individual politics. He continued to follow the new Cuban leaders wherever the revolution took them, Korda followed. Fidel returned to Sierra Maestra, in 1959, where the attacks of Fulgencio Batista regime began. Korda would always get himself in front of the uprisings Fidel was leading in order to get the photographs he wanted. Whenever Korda was return home, he would develop the documentary images and give them to the newspaper to print. During the trip to Sierra Maestra, Korda snapped many pictures and named the series of photos â€Å"Fidel Returns to Sierra.† In 1960, Korda captured a worldwide symbol of revolution and rebellion, the iconic image of Che Guevara. The image was taken at a protest rally after a Belgian freighter carrying arms to Cuba was blown up by counterrevolutionaries while being unloaded in Havana harbor, killing more then 100 people. Doctor Ernesto Che Guevara joined revolutionaries to help save lives, but during a historic battle, her took up arms and came a symbolic freedom fighter. This photograph of Che Guevara captured by Alberto Korda is considered to be the most iconic image in human history. Every one of Alberto Korda’s photographs of the revolution was symbols of the revolution. He wanted to help complete the goals that were thought to be what the revolution was about. He dedicated his life to Fidel Castro as an official photographer, a friend, and a personal photographer. Korda did not get paid to be Fidel’s photographer. Korda more recently spoke in Havana and said, â€Å"Life may not have granted me a great fortune in money, but it has given me the even greater fortune of becoming a figure in the history of photography.† Korda had a passion for photography, his country, and the causes of the revolution.

Introduction To Workforce Diversity Commerce Essay

Introduction To Workforce Diversity Commerce Essay Workplace diversity refers to the extent to which an organization is culturally diverse. Cultural diversity includes the range of ways in which people experience a unique group identity, which includes gender, sexual orientation, race, ethnic and age. An organizations culture tends to determine the extent to which it is culturally diverse. In a journal entitled  The multicultural organization, by Taylor Cox, Jr., Cox talks about three organization types which focus on the development on cultural diversity. The three organization types are: the monolithic organization, the plural organization, and the multicultural organization. In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is very minimal. In the United States, this organization usually represents white male majorities in the overall employee population with few women and minority men in management jobs. The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group. The multicultural organization not only contains many different cultural groups, but it values this diversity. Benefits 1. It helps motivating employees. 2. It enhances the innovation and creativity of employees. 3. It helps in reducing cost. 4. It creates flexibility in the organization. 5. Immediate access to problem solving. 6. Easy transfer of knowledge. 7. Better marketing structure. 8. Innovative work environment. 9. Immediate outcomes. 10. Fulfillment of social responsibility. 11. It helps attract and retain employees. Challenges Miscommunication and lack of understanding is bound to happen in diverse workplaces. Having a policy of diversity and utilizing team-building exercises can help employees learn to communicate and respect each other. Diversity training should be implemented from the top through the bottom of the company hierarchy. Employees are more likely to consider policies fair if those policies can be seen firmly in place at the manager level. Having zero tolerance for harassment and discrimination can help companies avoid costly lawsuits. Action Steps First, assess your companys diversity across all departments. It may help objectivity to hire an outside consultant to perform a diversity assessment. Document what things you want to change, and then make a plan to start diversifying your business. Set up reasonable goals for your company; you may want to revisit your companys policy of diversity every quarter or annually. Be aware of the difference between pursuing workplace diversity and affirmative action. Affirmative action, which is the process of considering a persons racial background during the hiring process, has been challenged in the courts. The Supreme Court has generally frowned on workplace quotas. Employers should be careful to avoid reverse discrimination during the staffing process. For example, pursuing workplace diversity is not the same as having positions that are only open to women or people of color; this is illegal. [Cultural bias  is an additional factor which challenges culturally diverse work environments. Cultural bias includes both  prejudice  and  discrimination. Prejudice refers to negative attitudes toward an organization member based on his/her culture group identity, and discrimination refers to observable adverse behavior for the same reason Another challenge faced by culturally diverse organizational environments is  assimilation. Assimilation into the dominant organizational culture is a strategy that has had serious negative consequences for individuals in organizations and the organizations themselves. Those who assimilate are denied the ability to express their genuine selves in the workplace; they are forced to repress significant parts of their lives within a social context that frames a large part of their daily encounters with other people. She goes on to mention that People who spend significant amounts of energy coping with an alien environment have less energy left to do their jobs. Assimilation does not just create a situation in which people who are different are likely to fail, it also decreases the productivity of organizations. (WIKIPEDIA) EVOLUTION OF WORKFORCE DIVERSITY http://www.ehow.com/about_5066229_characteristics-workplace-diversity.html Workplace diversity was first encouraged in the U.S. by the passing of the Equal Pay Act in 1963. This law required equal pay for men and women performing the same job. The Civil Rights Act of 1964 prohibited discrimination based on race, color, religion, sex or national origin. This included making hiring or firing decisions based on these backgrounds. So far, sexual orientation is not one of the federally protected categories under equal rights laws. However,  businesses may incorporate sexual orientation consideration when embracing workplace diversity.]] IBM first company to start work force diversity http://www.citehr.com/46309-ppt-managing-diversity.html IBM figured in the Fortune magazines list of Americas Most Admired Companies in the year 2004. It was appreciated for recruiting and retaining the best talent across the world. IBM actively encouraged recruiting people from various social and cultural backgrounds irrespective of their age, sex or physical status. In the same year, IBM had developed a talent marketplace to effectively manage its workforce. The marketplace supported employees to find the most suitable job across different organizational units within the company. The ranking was based on eight variables like employee talent, innovation, use of corporate assets, social responsibility, quality of management, financial soundness, long-term investment value, and quality of products/services5. Later, in the 1970s and 1980s, as IBM started operating in other countries outside the US, it actively promoted diversity. The company developed a well-structured diversity policy and implemented it within the organization. During the 1990s, diversity council and network groups were formed to promote diversity In the early 2000s, a skilled workforce was one of the key differentiators for a successful IT company. IBM gave importance to not only recruiting and retaining the best talent but also to managing them in such a way that wastage of skills was reduced. In 2004, IBM developed Human Capital Management Services software to implement a talent management model within the organization. According to analysts, IBMs focus on talent management enabled the company to utilize its workforce properly and also to assess its future talent needs. They felt that the best practices in talent management could be further used to formulate and implement succession planning and leadership development strategies. Work Force Diversity at IBM Diversity at the work place in the US originated from the concept of EEO in the 1940s. At IBM, Watson Jr. issued the first equal opportunity policy letter in 1953. Later, it came under government compliance under the Civil Rights Act of the US in 1964. With the onset of globalization in the 1980s, organizations initiated efforts to broaden their marketplace. In an attempt to sustain themselves amidst the continuously increasing competition, they started doing business across the world. This trend made it important for them to focus on diverse cultures across borders in order to offer products and services that suited the specific needs of different markets. LITERATURE REVIEW In todays society, cultural diversity is at the highest point it has ever been. As companies are becoming more diverse, it is becoming more important for them to understand and manage that diversity. People of different backgrounds, races, ages, sex, and/or religions create a diverse workforce. There is an importance of having a diverse workforce in order to provide better performance overall. With a diverse workforce, there arises a need for new management strategies, which require organization leaders and managers to know the differences among their employees and to know how to handle situations involving these differences. As Dr. Sondra Thiederman, a leading expert in workplace diversity, stated, whether you are a business owner, executive, salesperson or customer- service professional, your success will increasingly depend on your ability to function in a culturally diverse marketplace (Thiederman, 2000).   The growth in diversity is continually on the rise. Today, one in four people in this country belong to a minority or are foreign-born (U.S. Census Bureau, 2001). These minorities are considered include any person who is not a white-male. Women today, who currently make up less than half the work force, are expected to fill 65 percent of the jobs created during this decade (Jackson et al., 1998).   Cornell Cooperative Extension, February 1998 http://www.joe.org/joe/1998february/a1.php Strategies for recruiting a diverse workforce are illustrated by case examples from the three stages in Cornell Cooperative Extensions staffing process. Organizational change to address diversity and pluralism requires a change in organizational culture. In the process of recruiting staff from diverse backgrounds, Cornell Cooperative Extension is creating new rules to become more inclusive. Implications indicate that retaining staff from diverse backgrounds needs to be as high a priority as recruiting them. Preparing the workplace to support staff from diverse backgrounds requires greater attention. Changing organizational behavior is the first step in creating a workplace that supports diversity and pluralism. Strategies for helping organizations become more inclusive are reviewed.  Workplace diversity means new opportunities for both employees and employers. As organizations such as Cooperative Extension move into the 21st century, it is imperative to capitalize on the talents of employees from diverse backgrounds because it is their differences that enrich us, expand us, [and] provide us the competitive edge ALLIED SOFT( www.microsoft.com/casestudies) need to develop and manage your globally dispersed and diverse workforce more effectively without sending your costs sky-high. To do that, you need scalable, advanced people management technology that drives your HR strategy across culture, nation and language so you can efficiently manage your workforce, no matter where in the world they may be. By Juliet Midgley and Rae Lewis http://www.onlineethics.org/cms/10977.aspx Adjusting to diversity involves developing a new corporate culture that will work naturally for all. This culture has not yet been fully developed, although companies such as Honeywell, Aldrich Associates, and Pacific Bell are making the effort. According to Robert Roosevelt Thomas, pioneers will be needed to forge and solidify this new area of management and business. He envisions that diversity will be fully achieved and effectively managed only in such a way as to get from a heterogeneous work force the same productivity, commitment, quality, and profit that we got from the old homogeneous work force. Creating diverse workforce greatest challenge for global firms By  Ã‚  Ã‚  IANS Tuesday,17 June 2008 http://www.siliconindia.com/shownews/42798 Creation of diverse workforce would be the greatest challenge for corporations in a globalised world, Infosys Technologies chairman and chief mentor N.R. Narayana Murthy said here Saturday.As corporations grow and globalise, I am convinced that the greatest challenge they will face will be the creation of a diverse workforce, Murthy told shareholders at the companys 27th annual general meeting (AGM) for fiscal 2008.   In a bid to address the daunting challenge, Infosys has built a global base to grow in the future, with over 91,000 employees from 70 nationalities working across 90 countries. During 2007-08, the company recruited a record 33,177 people against its projected hiring plans for 25,000.As a global firm with a multi-cultural, multi-ethnic workforce and delivery centres, Murthy said the IT bellwether had taken several measures to create a high-level of diversity in its workforce by enhancing its recruiting efforts in different countries.Though Infosys receives a whopping one million job applications every year, just 2.3 percent of them are offered employment. We continue to hire from the best universities the world over and train them in our global education centre at Mysore in Karnataka. The first batch of graduates from Britain were hired in the last fiscal, Murthy pointed out.Riding on the success of its hiring and training programmes in Britain and the US, Infosys plans to extend the same to many other counties to build a world-class global workforce. Murthy also informed the shareholders that the education centre at Mysore, about 140 km from Indias IT hub, would be one of the worlds largest such facility where 13,000 graduates can be trained at a time, with about 500 faculty rooms and 10,300 residential rooms. Infosyss Globalization Strategy Posted in:  Ã‚  Business  Monday 23rd, June 2008 http://blogs.siliconindia.com/RajSheelvant/P0wU18365916020 Creation of diverse workforce would be the greatest challenge for corporations in a globalized world, says Infosys Technologies chairman and chief mentor N.R. Narayana Murthy according to Silicon India article Creating diverse workforce greatest challenge for global firms. The only way to overcome ethno-centric corporate culture is to have multi-ethnic and multi-national top executives.  Infosys needs to create diversity at the top executive level first.  That will have a long term affect of neutralizing ethno-centric corporate culture and building a truly global organization.  That is the  onlyway for Infosys or any other company to achieve globalization strategy. Globalisation and workforce diversity: HRM implications for multinational corporations in Singapore. http://www.thefreelibrary.com/Globalisation+and+workforce+diversity:+HRM+implications+for-a0166537374 This paper presents findings based on a study involving local and foreign medium to large-sized multinational corporations (MNCs) in Singapore. The findings highlight the connection between the stages of organisational development, headquarters-subsidiary orientation, and increasing workforce diversity in MNCs. The following section discusses the political, economic and social imperatives in the Asia-Pacific region as regional political and business leaders emphasise on strengthening institutional capacities to develop and implement effective strategies and practices that will provide a foundation for human resources development in response to globalisation (Asia-Pacific Economic Cooperation, 1999, 2000a/b, 2001a/b). Subsequently, this will bring about significant organisational changes in firm structures. This study examines the impact of globalisation in Singapore as a result of such regional developments. The justification for the study in Singapore stems from the fact that it is strategically positioned in this particular region, whereby the nations leadership have placed much emphasis on strengthening institutional capacities to develop and implement effective national policies and strategies that will provide a foundation for continuous economic growth in the 21st century.   Attahir Yusuf International Journal of Management and Enterprise Development 2005 Vol. 2, No.2   pp.  240 256 (http://www.inderscience.com/search/index.php?action=recordHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orrec_id=6313HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orprevQuery=HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orps=10HYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orHYPERLINK http://www.inderscience.com/search/index.php?action=recordrec_id=6313prevQuery=ps=10m=orm=or) The study explored workforce diversity in the under-studied Arabian Gulf. Specifically, it investigated what small enterprises are doing right with respect to workforce diversity and what they are not doing right. It also studied the relationship between motivation to diversify, level of education, gender and level of workforce diversification in small enterprises. The result indicated that the organisations are doing much more towards diversification and there is also a positive and significant relationship between education and the level of workforce diversification in the SME sector. Diversified firms are also reported as recording higher performance levels compared to non-diversified firms. Human resource practices and workforce diversity:an empirical assessment . Author(s):  Brian DNetto, Amrik S. Sohal,1999 http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticleHYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256HYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256hdAction=lnkhtmlHYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256HYPERLINK http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=6296A766136AA92DD3DBF557AE9AFEC8?contentType=ArticlehdAction=lnkhtmlcontentId=848256contentId=848256 Workforce diversity has become an important issue in Australia. This study examined the extent to which human resource management practices were being used by organisations in Australia to manage workforce diversity. The study also assessed the perceived challenges and benefits of diversity in the workforce. The findings of this study indicated that overall, management of workforce diversity is only mediocre. In particular, inadequate diversity management practices were found in the areas of recruitment and selection and training and development. As migrant employees do not create any problems and are very compliant, the challenges that workforce diversity presents does not receive adequate attention by organisations in Australia. However, these organisations seek several benefits from their multicultural workforce. by Carol T. Schreiber , Karl F. Price , Ann Morrison In the early 1970s, labor demographers were observing changes in the composition of the U.S. workforce that were expected to modify domestic employment patterns in the coming decades. In 1976 a Conference Board report forecast that the 1980s decade would see higher percentage increases in labor force participation rates for white women and minorities than for white men given continuation of current trends (Lecht, 1976, p.8). When the mid-1980s arrived, demographers, noting that anticipated workforce changes had occurred, predicted further acceleration of the trend by the milestone year 2000. Workforce 2000 projections forecast continuing increases in labor force participation for previously under-represented demographic groups, especially women and people of color. These projections indicated that by the year 2000, working womens representation in the labor force would increase to 47% (of the labor force); African-Americans to 12%; Hispanics to 10% and Asians to 4%; building on tren ds already apparent in labor force participation rates (Fullerton, 1989). R. M. Wentling, N. Palma-Rivas There are numerous ways in which diversity has been defined, there is no definition that fully includes all the characteristics that a diverse population may bring to the workplace. It also showed that there are many forces that are driving diversity issues in organizations. For example, there is a significant increase in women and minority populations in the workplace; Americans continue to mature; an increasing number of minority youths are becoming part of the workforce; gay men, lesbians, and bisexual individuals are becoming an important part of the workforce and marketplace; people with disabilities are also increasingly entering the labor force; and more business is becoming global. This literature review indicates that the demographic composition is affecting not only the makeup of the labor workforce but also the makeup of the marketplace. Therefore, having a diverse workforce and managing it properly is perceived as a competitive strategy that can not only help attract diverse customers but also employees who have different perspectives that can contribute to the creativity of the organization. This review also indicated that researchers have found that an important reason for implementing diversity initiatives in organizations is to improve corporate productivity and profitability. Ongori Henry and Agolla J. Evans University of Botswana, Botswana.Accepted 27, June 2007 The extent to which managers recognize diversity and its potential advantages and disadvantages defines an organizations approach to managing the diversity (Adler, 1997). No organisation in this world of globalisation would survive without workforce diversity. It is the duty of the management to critically evaluate the benefits of workforce diversity in their organisation. On the other hand the management should put in place conditions which would enhance the workforce diversity in their organizations, more especially in their strategies formulation on the diversity of the workforce. Hence, with the diversity of the workforce, the organisation would be internally and externally competitive. Although, the process of diversification of organizations has six stages: denial; recognition; acceptance; appreciation; valuing; and utilization (Porras, 1991). It is believed that organizations should put in place strategies to enhance workforce diversity. In terms of organizational learning, organizations are still stuck on the problem of getting people to value diversity and have not yet determined ways to utilize and exploit it COMPANIES HANDLING WORKFORCE DIVERISTY ATT Commitment to Employees ATT realizes that diverse, talented and dedicated people are key to a companys success. The companys philosophy is to provide employees with continued opportunities to grow and develop their careers. Management is charged with successful implementation of various diversity initiatives as part of this philosophy. ATT leaders are expected to understand the importance of cultural competency. Training and Career Development We want to help our people grow and develop in their careers. In 2008, we invested $244 million in employee training and development programs and an additional $25 million on tuition reimbursement for employees. And 100 percent of our employees receive regular performance and career development reviews. Employee Resource Groups At ATT, Employee Resource Groups (ERGs) are affinity groups open to all employees. The ERGs support our commitment to diversity and inclusion through efforts in the workplace, the marketplace and the community. Were proud to work with these groups to further the goals, values and interests of both our employees and our company.   GENERAL MILLS http://www.generalmills.com/corporate/commitment/workforce.aspx We believe that diverse teams create more and better solutions. A diverse work force helps us stay ahead of our competitors through growth and innovation. Employee Networks General Mills Employee Networks provide a supportive, positive forum for developing, sharing, and exchanging information and ideas. They support our strategic work force objectives by: Attracting and retaining a highly talented diverse work force. Creating and maintaining an inclusive work force environment. Providing a voice to our leadership regarding barriers and opportunities. Providing a support system and forum for exchanging information and ideas. American Express American Express was well known in American corporate circles for its commitment to diversity. The company not only made a conscious effort to recruit a diverse workforce, but it also created a work culture where diversity was valued and promoted. This case discusses the diversity initiatives of AmEx. It talks about how the company partnered with several profit and non profit organizations to ensure that it had access to a diverse pool of candidates in its recruitment efforts. It also talks about the culture and policies at AmEx that ensured that diversity was promoted in all parts of the organization. The case concludes with a commentary on the extent to which the diversity initiatives were successful at the company, in the light of a law suit filed by some women employees against the discrimination they faced. Diversity at Amex Diversity was an integral part of the culture at AmEx. AmEx believed that focusing on diversity was one of the ways to gain competitive advantage in the rapidly expanding global markets.   Having a diverse workforce allowed AmEx to obtain a better understanding of the varied markets it operated in. Diversity has been defined in various ways by experts. The narrow definition, the one pertaining to the Equal Employment Opportunity Commission (EEOC) in the US, defined diversity in terms of gender, race, ethnicity, nationality, age, religion, and disability. However, over the years the concept of diversity widened to include parameters like marital status, language, sexual orientation and tenure with the organization. AmEx embraced and promoted diversity in the broad sense, and its diversity initiatives covered a large number of groups including women, minorities, senior employees, people with disabilities, and homosexuals. ACCENTURE DIVERSITY Accenture is passionately committed to cultivating a diverse workforce both because its the right thing to do, and its a key element of achieving high performance, said Armelle Carminati-Rabasse, Accentures managing director of Human Capital and Diversity globally. Our company comprises people from a wide range of cultural, educational and geographic backgrounds-people who are able to challenge conventional thought, offer unique perspectives and generate innovative ideas. Our rich diversity is part of what makes our company strong. GOOGLE DIVERSITY Diversity plays a large role in the way were developing our engineering organization around the world. Were building a large worldwide office presence to establish ample global representation among our engineers, and were applying that same focus to establish a balanced representation of employees at Google. In the end, these efforts help us more accurately and relevantly represent our users, and our continued success depends on the best minds working from different perspectives and insights. Alan Eustace Google SVP, Engineering Research INFOSYS DIVERSITY Globalization has changed the character of the modern workplace global companys employee base should reflect the diversity of the world it serves. Infosys strives to employ people representing the widest possible variety of nationalities, cultures, genders and gender identities, sexual orientations, employment histories, and levels of physical ability. In doing so, the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies, including talented individuals from groups who may have in the past been underrepresented within the IT industry. Within such a diverse company, people bring to the workplace contrasting opinions and worldviews. As these people interact, they develop new ideas, methods, and perspectives. Infosys recognizes and promotes this power of diversity to drive innovation. Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients. Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Today they have employees from over 70 countries. Women constitute more than 32% of their workforce. TCS DIVERSITY Diversity in companies is no longer about being melting pots, but being salad bowls, according to Grady Searcy. We want people to retain their identity yet be integrated into the company Currently, 7.5 per cent of our workforce consists of non-Indians, said Mr. S PADMANABHAN,EXECUTIVE VICE PRESIDENT and head Global human resource, TCS said while speaking at the NASSCOM HR Summit on `The War for Talent held recently in Chennai. In a session on managing cross-cultural teams, speakers emphasized that managing a diverse workforce is no longer a choice, but an imperative. The Indian workplace is no different from global MNCs.TCS has announced plans to hire about 4,000 people from across the world. DIVERSITY MANAGEMENT AT HYATT HOTELS Formation of diversity councils at thecorporate and hotel levels Provide scholarships for minority students pursuing degrees in hospitality management Partnerships with national minority organizations. Create action plans to increase women and minority representationat all management levels. Creating a diverse workforce is visible in the faces of the total workforce. Hyatt Mumbai has 46% females. At managerial position 37% are females. Training allows the employees to work more efficiently by developing effective management practices to include treating others with dignity and respect Training allows the employees to work more efficiently by developing effective management practices to include treating others with dignity and respect Reliance Energy Management Institute (REMI) looks after the training of the managerial staff Versova Technical Training Centre (VTTC) looks after the training of the technical staff Managers can also have special training programs arranged if required by the employees. It forms a connecting link between the regular workers and the upper management. The contract labours have unorganized labour unions to solve their problems. Diversity- The India Inc. Way Bharti Enterprises and American Express have mandated their recruitment agencies to have 25 % and 33% women candidates at the interview stage. Infosys BPO employs 112 people

War in Iraq :: war, Iraq, USA,

1. There was very little evidence and the United States acted prematurely. The evidence itself is confusing and somewhat misleading. As we look on the invasion many Americans were very enthusiastic about going to war with Iraq. However, we’re not trying to think about why we were not there or trying to justify other than speculate the following reasons. Did Iraq have weapons of mass destruction or was the United States to find about their military power? Possibly, the United States was trying to eliminate Saddam and his regime to promote democracy and peace. I think because of the 9/11 tragedy and maybe control of the oil resources gave the United States a reason to act like they did. 2. The approval rate of other countries is justified because no one likes a bully! And frankly the United States has been fitting this description all too well by showing countries that if you mess the United States your messing with the bull. President Bush proved this by making a 48 hour notice and invading Iraq exactly on the 48 hour mark. This shows other countries that the United States means business. If I could I would love to live in another country such as Australia. I believe that my view of American politics would drastically change! Maybe for the better because I would not be under the hammer so to speak. Indirectly, if American politics did not include the country I was living in. I would not take the time to care. 3. I have two opinions of this one Britain being an ally it should be there good pleasure to help in any way to fight the war in Iraq. Because the United States I feel would have done the same for Britain. That is just good relations between allied countries. If Britain did not help the United States they probably would not consider Britain to be a good ally to keep relations going like they have. My second opinion is that Britain should have not got involved with the United States against Iraq. For the simple fact, a big majority of Muslims lives there. Thereby making a terrorist attack more eminent. Britain should have negotiated a term to help the United States only in a real emergency.

Media Manipulation Essay -- essays research papers

The media and advertising hinder do indeed hinder our being fully human. Mass media including radio, television and newspapers endeavors to shape public opinion on a variety of things. The media attempts to manipulate those values instilled by parents and society in general, thus taking away from our being human. Messages designed to influence peoples’ attitudes, desires and decisions fall upon society urging those people to buy a certain product, vote for a certain political figure, or support a â€Å"worthy† cause. The daily attack of media and advertising persuade the public to be one and the same, rather than allowing them to function as humans who follow their own beliefs.   Ã‚  Ã‚  Ã‚  Ã‚  Public opinion is formed through media propaganda. The network of communication systems – radio, magazines, newspaper, television, and films – informs those exposed as to their roles in society and their culture. Advertising has but one purpose: to sell a product or service or to promote a political figure by any and all means necessary including brainwashing the general public. Companies try to make the consumer aware of its product and convince the world that its product is better than that of the competitor as seen with the war between McDonalds and Burger King restaurants. This misuse of triggering the subconscious minds induces the public to buy things without knowing they have been deceived.   Ã‚  Ã‚  Ã‚  Ã‚  Parents have the heaviest influence in shaping on...

Coke: Coca-cola

Everyone likes to the refreshing, crisp taste of a cold Coca-Cola. There is a lot of history behind Coca-Cola. Coca-Cola started in Atlanta, Georgia in 1886. Coca-Cola was originally intended to be used as a medicine but was bought by businessman As Grids Candler. He turned Coca-Cola from a medicine too drink. He also turned it into a million dollar industry. That is why Coca-Cola is worldwide. Here is some of the first thoughts about Coca-Cola. Some people thought thatCoca-Cola had cocaine in it because it was made to be a medicine. Some people though and still think today that it cures headaches. People think that it tastes refreshing. Those are some of the first thoughts about Coca-Cola. I am going to tell you about some of the Coca-Cola slogans. Coca-Cola's first slogan was â€Å"Drink Coca-Cola†. In 2011 the Coca-Cola slogan was † Life Begins Here. † In 2012-2013 the Coca-Cola slogan has been â€Å"Open Happiness†. These are only some of the Coca-Cola s logans. I am about to tell you how Coca-Cola helps the economy.Over the years Coca-Cola as been good at getting the economy bigger. About 75,000 people work at Coca-Cola factories across the U. S. A. About 97,000 people work at Coca- Cola factories In the world. That is why Coca-Cola helps the economy. They need to have so many people because they sell a lot of drinks. I am about to tell you about some of Coca-Cola's drinks that they sell today and back then. These are some of Coca-Cola's drinks from back then. One of the drinks Is Pepsi Cola that Is from back In the day. The bad thing about It Is that they don't have that drink today.These are some drinks that Coca-Cola makes today. It Is Dry. Pepper, Coke Zero, and Diet Coke. That Is only some of Coca-Cola's drinks they made and make. Factories across the U. S. A. About 97,000 people work at Coca- Cola factories in the back then. These are some of Coca-Cola's drinks from back then. One of the drinks is Pepsi Cola that is from back in the day. The bad thing about it is that they don't have that drink today. These are some drinks that Coca-Cola makes today. It is Dry. Pepper, Coke Zero, and Diet Coke. That is only some of Coca-Cola's drinks they made and

Disadvantages of Globalization Essay

One of the disadvantages of globalization is the over-standardization of products through global branding. Using Emirate Airline to illustrate this point, globalization will means that their services are standardized which aim to serve all customers. They would lose their uniqueness of the business culture after they go global. Also, the over-globalization will result in the lack of creativity and product diversity Hongladarom (2002), Zekos (2004). Moreover, globalization can also create diseconomies of scale as not all countries have the same growth and economic cycle. For example, Emirate may operate very well in the Middle East and Europe market but expanding into Asia or America market will reduce their profit. This could be due to difficulties of coordinating activities in those new markets or the culture differences. It is also important to note that globalization will cause de-industrialization and high unemployment in the domestic market. Empirical evidences included: Mello (1997), Rodrik (1996), Fagerberg (1994).

Leadership Styles Management Essay

→ Production-centered managers – set rigid work standards, organized asks down to the last detail, prescribed work methods o be followed and closely supervised their subordinates’ work → Employee-centered managers – encouraged subordinate participation in goal setting and in other work decisions and helped ensure high performance by inspiring trust and respect most effective leadership Most effective leaders were those who had supportive relationships with their subordinates, tended to use group rather than individual decision making, and encouraged their subordinates to set and achieve high performance goals. Managerial Grid (Blake and Mouton Studies) developed by Robert Blake and Jane Mouton identifies 5 different types of management behaviors based on the various ways that task-oriented and employee-oriented styles can interact with each other Style 1,1 (impoverished management) – low concern for people, low concern for tasks or production laissez-faire management – leader abdicates his or her leadership role Style 1,9 (country club management) – high concern for employees, low concern for tasks Style 9,1 (task or authoritarian management) – high concern for production and efficiency, low concern for employees Style 5,5 (middle-of-the-road management) – an intermediate amount of concern for both production and employee satisfaction Style 9,9 ( team or democratic management) – high concern for both production and employee morale and satisfaction ; most effective leadership behavior Hi. Alam kong FC ako sa ginagawa ko pero di ko na talaga matiis eh. Haha. Sorry kung na-intrude ko ang privacy mo dito sa FB. Masyado lang kasi akong na-mesmerized dun sa story mong ICH Book 1. Di ko nga alam kung gagamit ako ng â€Å"po at opo† o tatawagin kitang â€Å"Ate† habang tinatype ko to.Haha. Kahit hindi ako nagcocomment sa updates mo (sorry po, tinatamad kasi akong gumawa ng account doon :D), gusto ko lang sabihin na nagustuhan ko yung plot ng story mo at grabe ang kaba ko habang papalapit na ako sa ending. Kahit ending na sya, naramdaman ko pa rin yung â€Å"thrill†. Hindi nakakasawang ulit-ulitin. Noon pa, curious na talaga ako sa identity mo pero may hint na ako na sa UP ka nag-aaral dahil dun sa jeepney ekek na nasabi mo. :3 â€Å"Curiousity killed the cat but satisfaction brought it back.† Wala lungs trip ko lang po isingit to. Mehehehe. Nakita ko po kasi yung link para sa FB account mo kaya ni-click ko na. XD First time kong mag-message sa isang writer ng story kaya pagpasensyahan mo na ako kung mukhang walang sense itong na-type kong message. Wahaha. Yun lang, byebye. =) FC ako, SORRY po ulet. :)))) System 4 Management Rensis Likert, incorporating the basic style categories of task orientation and employee orientation, devised his own model of management effectiveness. Four Leadership Systems System 1 characterized as exploitive and authoritative Managers make all work-related decisions and order their subordinates to carry them out. Failure to meet the managers’ goals results in threats or punishments. Managers have little trust or confidence in subordinates. Subordinates fear the managers. System 2 benevolent authoritative Subordinates who meet or exceed the managers’ goals may be rewarded. Managers have a condescending attitude toward their subordinates and subordinates are cautious when dealing with their managers. System 3 consultative Managers set goals and issue general orders after discussing them with subordinates. Subordinates can make their own decisions about how to carry out their ttasks. Rewards are used to motivate subordinates. Subordinates feel free to discuss most work-related matters with their managers, who, in turn, feel that to a large extent subordinates can be trusted to carry out their tasks properly. System 4 participative Likert’s final and most favored management style Goals are set and work-related decisions are made by group. To motivate subordinates, managers not only use economic rewards but also try to give their subordinates feelings of worth and importance Performance standards exist to permit self-appraisal by subordinates, rather than to provide managers with a tool to control subordinates. Interaction between managers and subordinates is frank, friendly, and trusting. Low productivity → Systems 1 and 2 styles High productivity → Consultative or Participative leadership style System 4 management → desirable management in a wide variety of work situations ———————– High in consideration Lowest turnover rates Highest employee satisfaction Low in consideration High in initiating structture High grievance and turnover rates