Marketing channels and logistics Essays

Marketing channels and logistics Essays Marketing channels and logistics Essay Marketing channels and logistics Essay Marketing channels and logistics BY k3700026 1. Executive Summary This report is aimed at exploring the market channel and logistics in the case of SuperAlloy, the world-class provider of forged aluminum alloy wheel rims. Through the analysis of financial performance, the fluctuations of average selling days and inventory turnover are necessary to addressed. After the discussion, this report mentions three key, including the dilemma of collaboration in supply chain, breakthrough of market channels, deploying the system of logistics in China region. From the perspective of management, SuperAlloy should adapt external integration, estructure the supply chain collaboration, complete the breakthrough of market channels, highlight some KPIs, such as inventory turnover, average selling days, and the average time to generate first trial order for new customer or new design, and deploy the logistics of China regions. 2. The Discussion for Task 1 2. The market opportunity for the forged aluminum alloy wheel rims With the designs of energy-saving technology growing mature in automobile market, the forged aluminum alloy wheel rims have become the important component in future lightweight vehicle. The components of high-strength forged aluminum alloy could e used to reduce vehicle weight and enhance the engine efficiency. Therefore, the forged aluminum alloy wheel rims have played the key part in automotive supply chain ( superalloy. tw/). The case company in this report is SuperAlloy, which has moved into the forged aluminum alloy wheel r ims since 1997. The first three key suppliers of forged aluminum alloy wheel rims are Americas ACOA, Germanys Otto Fuch, and Taiwans SuperAlloy. In China, the first provider for article_content_12953. html). The market opportunity for forged aluminum alloy wheel rims results from technological bar inherent in the high-strength forged luminum alloy wheel rims ( superalloy. tw/). First, it stems from high specifications in automobile system regarding safety. Thereby, the providers of forged aluminum alloy wheel rims are often required to meet the criteria by way of innovation of manufacturing process or material technology. Second, the process of aforementioned innovation result in longer lead times before mass production. Accordingly, higher margins for the forged aluminum alloy wheel rims often cost the higher-than-normal expense of high-quality services from RD team and sales team. On the other hands, the management for market channel and logistics plays the critical position in the technology-intensive industry. 2. 2 The financial performances of SuperAlloy As the appendix describes, SuperAlloy is the Taiwans biggest closed-mold forge company and ranked as the third position in the global forged aluminum alloy wheel rims industry. Based on the published financial data on the website of http:// newmopsov. twse. com. tw/, this report reviews the financial performances of SuperAlloy from 2006 to 2011, trying to identifying the issues behind market channel and logistics. Table 1 The financial performances of SuperAlloy Year 2006 2007 2008 2009 2010 2011 sale (NTD OOOS) 2,223,755 3,579,541 2723,396 Margin(%) 30. 39 20. 98 2. 72 20. 95 22. 44 17. 2 Operating margin(%) 17. 13 10. 83 -6. 81 6. 83 5. 42 Debt ratio(%) 59. 36 60. 35 63. 72 24. 23 46. 51 Inventory turnovers 1 . 1 1. 89 2. 05 2. 66 2. 98 2. 14 Average selling days (Days) 278. 62 193. 12 178. 04 137. 21 122. 48 170. 56 Asset turnovers 0. 37 0. 48 0. 46 0. 39 0. 43 0. 49 Cash flow 63. 06 60. 42 12. 01 4. 8 1 . 44 -6. 17 2. 4 3. 45 2. 74 0. 64 -19. 58 3. 8 5. 95 4. 13 Source: http://newmopsov. twse. com. tw NA means the data cant be accessed. As shown in table 1, the sales from 2006 to 2008 indicate the strong growth momentum, while the margins and operating margins in the same period indicate that more revenue didnt mean more profit. In 2008, the inventory turnover, asset turnover and average selling days indicate the positive progress on management. Therefore, the negative ROA in 2008 could be attributed to the issue of negative margin. It suggests the necessary adjustments regarding cost efficiency. According to the management interview traced on the website of (http://store. gvm. com. tw/ article_content_12953. tml), the improvement of manufacturing process and staff quality has been under the focus of internal management. Compared with the data shown in the appendix, SuperAlloy began to deliver forged aluminum wheel rims to Jaguar Cars and Tesla Motors in April 2008. In October 2008, SuperAlloy won a Toyota TMS gold award. Hence, the factors resulting in the negative operating margin in 2008 could be related to the effects from financial tsunami and following issues regarding cost efficiency. The fluctuation in the period from 2009 to 2011 reflects another pattern. Even with the lower revenue than 2009, the outcomes in 2010, ncluding inventory turnover, average selling days, margin and operating margin, indicate the best signal since 2006. However, affected by cripple effects resulted from the European debt crisis, the performance in 2011 delivers the signal of another economic impulse surrounding a higher average selling days as well as a lower inventory turnover. Figure 1 The compassion among sales, margin, operating margin Source: This report Based on the analysis of DuPont formulate, a lower ROA could result from lower asset turnover, indicating poor management, lower operating margin, or a combination of oth factors. The trend displayed in figure 1 suggests the downtrend of ROA an ROE in fgure 2 should be focused on the operating management. As shown in table 1, there are two points which are necessary be highlighted. First, the lower inventory turnover of 2011 suggests the efficiency of logistics should be improved, reflecting some problems linked with manufacturing system and sale team. Second, the higher average selling days indicate the forecasts for brand customers orders should be adjusted to the dynamic of market, indicating the key issues behind market channel and regarding strategies. These issues could involve the identification of problems, the cooperation of cross-group cooperation, internal integration or external integration. These topics will be discussed in following sections of this report. Figure 2 The compassion among sales, ROES, ROAS in the past Source: This report Based on the previous analysis, there are some issues necessary to be addressed. The lower inventory turnover of 2011 suggests possible challenges confronted SuperAlloy. From the perspective of operation between sale team and manufacturing department, lower inventory turnover mean the misinformation in the process of ommunication between these two departments. The sale team should take the role to maintain customer relationship and Judge where is the equilibrium among the capability of manufacturing department and customers demands and criteria. Once customers demand could not fit the capacity or the present category of product. The outsourcing process should be moved on in order to provide the total solutions for the timing and immediacy of orders. Accordingly, in accordance with the lecture of Marketing Channels Logistics by Mike Bourlakis(2012), the efficiency of outsourcing process will be the issue to be discussed. Before the discussion, its important to realize the characteristics in automotive supply chain. For the purpose, this report collects the information from the in-depth interview by e-mails through personal relationship connecting to some senior manager in the regarding forging field. Based on the process cited on the website of ]yeh. com. tw and personal in-depth interview with the senior manager by e-mails, the manufacturing process of forged aluminum alloy wheel rims could be referred as the following sequence: 1. Order entry, 2. Mold design making, 3. Material incoming, 4. Material inspecting, . Making product sample, 6. Quality confirm by customer, 7. Cutting 8. Forging, 9. Edge cutting, 10. Heat treatment, 11. Vibration grinding, 12. Pickling, 13. Drilling surface grinding hole machining 14. Anodized or coating, 15. Finished product inspection, 16. Packing delivery. Above process highlights the longer lead time for new product innovation depends on the sequence from step 2 to step 6. The average lead time for the trial order of a new customer to a formal mass-producing order usually cost six months to 1 5 months, according to the in-depth interview through emails. The major threshold for enerating new orders results from the capability of dealing well with customers requirement, such as the strength of product, the design of the product as well as the flexibility of rapid responses for customers immediate need and ideas. Besides maintaining the customer relationship with existent clients, the main promotion of sale teams in the industry is through the all kinds of exhibitions around the world. design, the following orders of forged aluminum alloy wheel rims will grow at the pace of automotive growth momentum. Above process for building up customer relationship results in the higher-than-normal threshold for new providers. . 3. 1 The first key challenges : The dilemma of collaboration in supply chain From the perspective of automotive supply chain, the difficulty and complexity inherent in the technique of forging aluminum alloy drive the outsourcing process and following collaborations. Notwithstanding, there will still be the dilemma for the collaboration of supply chain confronting SuperAlloy. The dilemma derives from the differentials among different companies, heated up by the process of distribution of benefits in customers orders and the difference of profitability of different automotive components. Thus, the partnership in supply chain is like the game theory, demonstrated by the prisons dilemma. From the perspective of protecting intangible assets, the know-hows and techniques embedded in forged aluminum alloy wheel rims mean the capability of moving into a higher margin market. Inevitably, more robust partnership, more comprehensive understanding . t symbolizes the advantage of core competition decays with the collaboration going on. Hence, the concerns of keeping the uniqueness of techniques will drive the dilemma into next stage, since both parties want to keep the competitiveness in the market nd sustain the original customer relationship. Whereas the dynamic of collaboration depends on more bargaining assets which party holds, like technologies, producing capac ity, the certification of customer as well as the capability of generating orders. Accordingly, the first key challenge in front of SuperAlloy is to meet the the dilemma of collaboration in supply chain collaboration. . 3. 2 The second key challenges : The breakthrough of market channels Even with the insurance of automotive customers certification, the unstable sale growth momentum will be always existent. The ncertainty is reflected on the volatility of average selling days in table 1 . The issue behind the higher average selling days in 2011 should be linked with the global economic concerns. Once the sale team loosens the monitoring for global automotive market, the reliability of customers order forecast will be overestimated. It could lead to the lower inventory turnover and higher average selling days, along with the fluctuating margins driven by unexpected downtrend in the market. Under previous global economy, the market channels of SuperAlloy should react through innovation, integration or diversification of product portfolio. Based on the point of view, the breakthrough of market channel should be addressed . For the time being, the promotion through exhibition is the key channel to contact potential customers. However, the promotion should be involved with RD team and sale team to back up the following communication with customers. From the perspective of efficiency and accumulating the key human capital, the management of the market channel should rely on the scheme of the key performance indicators, to utilize the existent human resources. For SuperAlloy, the second key challenge is the breakthrough of market channel. Based on above characteristics of automotive supply chain, SuperAlloy should leverage its customer relationship to build up the solid partnership and flexibility of outsourcing or other external integration. Therefore, the objectives of breakthrough of market channel are to bring into solid collaboration, maintain the promotion. . 3. 3 The third key challenges : Deploying the system of logistics in China region Under previous global economy, the growth momentum of automotive market depends on the stimulus of policy of subsidies, guiding people to transfer from traditional vehicles to energy-saving vehicles. Combined with brand customers romotion, the demand of forged aluminum alloy wheel rims co uld be heated up. Nonetheless, it should be a long way to go. Whenever reviewing the growth momentum around the world, China automotive market shouldnt be missed. Notwithstanding, the cooperation with Chinese local partners is not always an easy task, due to the regulations inherent in cultures and Joint venture. The issue of managing the logistics and sustaining the customer relationship shouldnt be ignored. Once the distance between the different customers basements are longer than ever, the efficiency of managing people in the process of logistics become ritical to the global operation. As shown in figure 3 in the appendix, SuperAlloy is running the global operation. Nonetheless, how to strengthen the efficiency of logistics in China region should be addressed as a crucial decision-making process, including the indicators of measuring performance and assembling the logistics depending on potential customers demand. In sum, there will be three key challenges for SuperAlloy to deal with in the future. They are listed as following points: 1. The dilemma of the collaboration in supply chain, 2. The breakthrough of market channels, 3. Deploying the system of logistics in China region. . The Discussion for Task 2 3. The solution for the dilemma of collaboration in supply chain After above discussion, the following parts of this report will be focused on how to generate the solutions for aforementioned three challenges. As far as the first challenge is concerned, the solutions will include supply chain integration. According to the characteristics of forging industry, the swap of equity to build up the long term collaboration should be listed as the fir st priority. The first reason results from the culture of Taiwans supply chain companies, which usually focus on the control of decision-making process. If the partners are without cross-shareholding, the external integration would be possibly deterred by mutual trusts and interest conflicts inherent in supply chain mentioned as above. On the other hand, the negotiation of the swap of equity will bring in the dynamic of adjustments and evaluation from all kinds of standing points. Thereby, the equilibrium of new collaboration could be achieved by the trade-off of industrial dynamics and the right of control. From the perspective of supply chain integration, first comes who could be authorized to adjust the logistics, then second comes the evaluation of performances. The two ecessary step are dependent on the equilibrium of equity structure. After the two procedures, the external integration and internal integration could be reorganized under the leadership. Under above discussion, the first solution to the dilemma of collaboration in supply chain is to start the external integration, based on the building up of new leadership and equilibrium of equity structure. For the sake of considering the differentials of company culture and accelerating the speed of market channels Based on the external integration mentioned as above, the following step is to start the breakthrough of market channels. With the capacity and flexibility inherent in new partnership, the promotion of creating total solutions for customers could strengthen the capability of keeping customers orders and drawing the potential customers orders. Once the flexibility of selecting qualified orders is enlarged up, the product mix could also be more appropriate than ever to restructure market channels and adjust logistics. Notwithstanding, the success of breakthrough of market channels depends on the building up the key performance indicators (KPI). Compared with above discussion regarding table 1, inventory turnover and average elling days could be ranked as two primary KPIs. Besides them, the average time to generate first trial order for new customer or new design could be used as the KPI to measure the efficiency of integration between technological team and sale team. Reviewing the process of generating new order, average time to generate first trial order for new customer or new design will include the plan for exhibition, the forecast of market trends and initial survey of customers and potential customers. Once the outcome is longer than expected, then the necessary interview or adjustment should be carried out. Since average time to generate first trial order for new customer or new design is linked with the cooperation among members in both teams, the interaction among them could be under evaluation and immediate adjustments. 3. 3 The solution for deploying the system of logistics in China region After breakthrough of market channels, the customer relationship could be maintained efficiently. With the KPIs in previous discussion, the global operations around brand customers could be leveraged up in the deploying the system of logistics in China region. Under the differentials between Chinese enterprise ulture and Taiwan enterprise culture, the better way to deploying the system of logistics in China region is through the collective actions based on the new partnership. On the other hand, the logistics in China regions should be completed through the linkage with local relationship. The Joint venture with local critical family or key company will be reviewed as the must-be routine. Nonetheless, the past experiences in China region are not always profitable, due to the learning curve for local regulations and exclusive marketing channel. For the sake of utilization of xistent resources, the collective deployment under the external internal integration could shorten the adjustments , quickening the speed to fit customers demand in China regions. 4. Conclusions After the discussion in this report, the suggestions for SuperAlloy are listed as following point. The three key challenges are the dilemma of collaboration in supply chain, the breakthrough of market channels, deploying the system of logistics in China region. According to the analysis of arguments , the solutions for these challenges are stated as following. First, SuperAlloy should start the external supply hain integration, building up the new supply chain collaboration. Following that, SuperAlloy should restructure breakthrough of market channel, combining the management of KPIs in previous sections. Finally, SuperAlloy could utilize existent resources and partnership to deploy the logistics in China region. 1 . http://store. gvm. com. tw/article_content_12953. html 2. superalloy. tw/main. hp 3. http://newmopsov. twse. com. tw/ 4. gvm. com. tw/Boardcontent_12953_1 . html 5. autoinfo. gov. cn/autoinfo_cn/top/ydphb/index_ydphb. htm 6. http:// www. Jyeh. com. tw 7. Mike Bourlakis (2012), Marketing Channels Logistics,London: Brunel University. 6. Appendix: The company profile of SuperAlloy SuperAlloy , founded in 1994, has moved into the industry of forged wheel rims since 1997. From the perspective of revenue, SuperAlloy has created t he sales of NTD 27. 5E in 2011, operating Taiwans biggest closed-mold forge. Nonetheless, from the point of the company history in the industry of forged wheel rims, the initial stage from 1997 to 2000 have almost run out of original accumulated capital until the influx of venture capital from IJMC group, which is ranked the second position of IC foundry http://store. gvm. com. tw/article_content_12953. html). After the experience of initial stage, the management of SuperAlloy have started to focused on the operating efficiency and regarding capital expenditures such as the plants and equipments for forged aluminum alloy wheel rims. Since then, SuperAlloy has gradually passed the threshold of automotive supply chain. From the points of sale growth, the sale of 2004 was Just above NTD 5 hundred million, whereas SuperAlloy delivered the sale of NTD 22 hundred million in 2006 (http://store. gvm. com. tw/article_content_12953. html). The growth momentum results from the orders from global auto brands, such as 6M, FORD as well as Chrysler. According to the information on the companys website of superalloy. tw, the critical milestones of company history from 2000 to 2011 are listed as following: 2011. 1 Won the TOYOTA QUALITY Platinum Award. 2011. 07 AS 7003 NADCAP Materials -resting certified. 2011. 03 Germany KBAnuvvehtcle -rest certification certified: KBA NO. 48288 (Truck wheel 22. 5 x 1 1. 75). 2011. 03 Won the 19th Taiwan Excellence Award (truck wheel TE0002). 2010. 08 Won Supplier Excellent Performance Award from Bureau of Foreign Trade. 2010. 08 Won Finishing Light Metal Article Equipment and Methods NO. US00 7785452B2 U. S. patent. 2010. 06 AS9100 certified, supply Forging to AIDC Aerospace. 2010 The company get Honda, Land Rover, AMG Forged Wheel Program Awarded. 009. 07 The company by raising an additional NT$187 million in cash, with its capital increased to NT$2. 17 billion. 2009. 07 Opel Insignia OPC Forged Wheel Supplier. 2008. 04 The company began supplying forged aluminum wheel rims to Jaguar Cars and Tesla Motors. 2008. 10 In October 2008, SuperAlloys designs won customer recognition and a Toyota TMS gold award. 2007. 6 The company obtained Ford QI . 2007. 10 The company recapitalized undistributed earnings in the amount of NTD140. 5 million, bringing its paid-in capital to NTDI . 7655 billion, with a staff of 2006. 6 Phase 2 of Plant 2 was completed and the factory went into production. 2006. 10 The company expanded its plants and purchased additional equipment by raising NTD900 million in cash through issuing new shares at a premium of NTD700 million, with the companys paid-i n capital increased to NTDI . 625 billion and its shares traded on the emerging stock market. 2006. 11 The company began shipping wheel rims to Chrysler. 006. 11 The company hired new employees in the month to the end of 2006 to increase its workforce to 1006, with a new golf head end customer added to its customer base: 2005. 1 The company expanded its plants and purchased additional equipment by raising an additional NTD360 million in cash by issuing new shares . 2005. 01 The company expanded its plants and purchased additional equipment by raising an additional NT$360 million in cash by issuing new shares at a premium of NT$135 million, with paid-in capital increased to NT$I . 425 billion. As of the end of 2005, the companys employees had increased to 874. 2005. 1 The company added a new golf head end customer 2004. 05 The company began shipping wheel rims to Ford. 2004. 6 the company purchased additional fixed assets and built Plant 2 by raising an additional NTD128 million in c ash through issuing new shares at a premium of NTD48 million, with its capital increased to NTDI . 08 billion. 2004. 08 Phase I of Plant 2 was completed, with machines installed and production begun. 2004. 12 Plants were expanded and additional equipment purchased by raising an additional NT$192 million in cash through issuing new shares at a premium of NTD72 million, with paid- in capital increased to NTDI . billion and employees increased to 346. 2003. 5 The company purchased additional fixed assets and built Plant 2 by raising an additional NTD200 million in cash through issuing new shares, with its capital increased to NTD 1 billion and employees increased to 270. 2002. 07 The company purchased additional fixed assets by raising an additional NTDI 72. 3 million in cash through issuing new shares, with its capital increased to NTD 800 million and employees increased to 210. 2001. 09 The company purchased additional fixed assets by raising an additional NT$IOO million in cash thro ugh issuing new shares, with the total paid- n capital increased to NTD 627. million and employees increased to 147. 2001. 11 The company began shipping wheel rims to GM. 0 2000. 05 The company purchased additional fixed assets and built Plant 1 by raising an additional NT$300 million through issuing new shares and NT$29. 7 million through earnings recapitalization. The companys capital was increased to NTD527. 7 million and was renamed SuperAlloy Industrial Co. , Ltd. 2000. 11 Plant 1 was completed and inaugurated , with employees increased to 116. Figure 3 The global operating basements of SuperAlloy Source: superalloy. tw/main. php

Reflection Assignment Example | Topics and Well Written Essays - 250 words - 12

Reflection - Assignment Example Despite the fact that modern family live a non-traditional lifestyle, family members tend to feel guilty of not undertaking their expected roles in the family as expected by tradition (McCormick 193). Traditional lifestyle can be as a result many factors and can be practice in any family. Fathers can take cares of babies, a roles supposedly played by mothers, even though they don’t have the experience. Fathers finally enjoy the experience even though its time consuming and requires personal dedication. Just as David did not have the experience of taking care of the babies, he loved the experience as it enhanced his bond with Nicholas. The insight gained from the story will help me to write an interesting essay. Am thinking of writing an essay about happy family and its impact on both the society and family members. I chose the photo as it portrays a happy family, which is the theme of my essay. Hope it will be interesting to you

Tax Claim Advise Letter Case Study Example | Topics and Well Written Essays - 1250 words

Tax Claim Advise Letter - Case Study Example The nature of your employment means that you spend more than half the year outside the country. To determine your residency, the Australian tax office applies some test to ascertain whether you fall under its jurisdiction for tax purposes namely the residency: ‘resides test’, domicile test, 183 day rule and the superannuation test. This is addressed under subsection 6(1) of the Income Tax Assessment Act 1936. According to the first test, whether a person is an Australian resident is a matter of fact and degree1 that depends on the circumstances of each case. However, some factors are considered. One and that is relevant to your scenario is the nature and extent of family and business ties that a person has established in Australia. According to the documents you have provided us, you have established a business, and indeed you have been the exclusive importer of widgets into Australia. In reference to the domicile test, a person is a resident in Australia if they have a domicile in Australia unless the commissioner becomes satisfied that person’s permanent place of residence is abode is outside Australia. Under the above two test, you qualify as a resident. However, you do not satisfy the 183 day test that applies to an expatriate and requires that they must have been present in Australia for more than 183 days. In Taxation Ruling IT, it was held that where a person temporarily leaving Australia, if they satisfy the first test, that is residency in the ordinary sense, then there is no need to go any further and they are residents for income tax purposes. Consequently, you are a resident for income tax purposes. Having addressed residency, we turn to your tax liability under the Income Tax Act. To compute taxable income, the tax law makes a distinction between income and capital receipts. Your taxable income shall include your PAYG payment from Compass, dividends from west point, capital assets gain from the sale of the estate, termination of the distribution agreement and business income from the distribution of widgets. Under the PAYG system, tax is deducted by the employer from the gross salary, who pays it to the ATO. This would cover your tax liability if you had no other source of income. Nevertheless, one must file returns if the amount exceeds $6000 of taxable income. If there is non-salary income, one, however, receives credit for tax paid under PAYG. With regards to your PAYG payments, your employers have already deducted the tax due. Total taxable income should be as calculated in appendix 1. Notice that the allowances; both laundry and uniform are deducted to arrive at your taxable income because these two occupation related expenses that are incurred to earn your taxable income.to add, the Skin care products purchased due to flight attendant role amounting to 629.00 is also deductible. Also notice that the fridge benefits have not been added since they are treated differently since they are taxed at the rat e of 46.5%, and the tax year is different, as it runs from 1st April t0 30th may. Dividends received from Westplains ltd are also added to arrive at your taxable income as shown in appendix A. Notice that the amount added includes the flanked amount and flanking credits. This system applies to prevent double taxation. This is because the company pays a divided at the corporate rate and the dividend is

Workplace Discrimination Policies in Canada

Workplace Discrimination Policies in Canada Discrimination in the Workplace Richard Yang Abstract Despite the establishment of various human rights laws, regulations and acts on the issues of equality in Canada, some individuals still experience some form of discrimination. This is evident especially in the area of job allocations and employment. Such people include women, especially pregnant women, persons with disabilities and even radicalized people like the aboriginals, Indians and people of colour. This paper will provide a critical analysis of this issue. A brief description of the situation will be provided. This will be followed by the reasons for the status quo and later, recommendations to improve the situation will be provided. Introduction Canadian workers are protected against discrimination by a number of laws. These include theCanada Labour Codeor the Canadian Labour and Employment Equity Act. In addition to this, each province in Canada has established their own individual human rights regulations and labour legislation law to help regulate human treatment and behaviour in the workplace. The criminal code also has clauses for protection against discrimination and against any form of sexual harassment and physical assault. However, despite all these developments, discriminationis still a great issue in the Canadian workplace (Canada, 2013). Various scholars have examined this area but the literature available is still not sufficient. This research paper will provide much needed information by examining the issue of discrimination at the work place and provide the possible reasons why this occurs. Lastly, this paper will provide recommendations for improvement of the situation. There are different forms of discrimination at the work-place. These include, race discrimination (Colour, Ethnic Origin, Creed, Place of Origin or Ancestry), wage discrimination, gender discrimination, sex discrimination, sexual discrimination (e.g. Pregnancy), age discrimination, sexual orientation discrimination, disability discrimination, religious discrimination, family status, record of offences and based on political affiliation. The Canadian Human Rights Act provides protection against all the above-mentioned forms of discrimination (Canada, 2013). The definition of labour force discrimination can be delicate. It can be defined as the different treatment of two equally qualified individuals on account of one or more of the various grounds of discrimination. The different methods against which a person may be discriminated against, according to theCanadian Human Rights Act, are referred to asdiscriminatory practices. Federal employers are not allowed by law to discriminate against any of their employees. They are actually obligated to accommodate an employee’s individual circumstances that relate to protected grounds of discrimination. This is referred to as the duty to accommodate. If one works for or receives services from an organization or firm that is regulated by the federal government and has experienced discrimination under any of the grounds, one should to complain (Canada, 2013). According to Goldring Landolt (2013), discrimination occurs in a number of areas and in different ways in the workplace, such as: In recruiting and selecting staff In giving terms, conditions and mostly benefits offered as part of employment Giving training in the workplace In considering and selecting people for transfer, dismissal, promotion or even retrenchment Selecting people for disciplinary action Denying an employee goods, services, accommodation or access to some facilities Providing them with goods, services, accommodation or facilities in a way that treats them differently or adversely. Denying someone perfectly qualified employment or unfairly allocating them a ghetto status in the workplace. Putting up policies or practices that demean some people. Paying differently when employees they are doing same works of the same value. Retaliating against an employee who has filed a complaint against them to the Commission of human rights. Openly harassingsomeone at the workplace A bank putting up lending and borrowing rules that obviously make it unreasonably difficult for new immigrants to get loans. This is discrimination based on race and national or ethnic origin. A person being referred to secondary screening at an airport because of their skin color. This is a discrimination case based on the color of the skin. An employer assigns shifts to employees without consideration for religious observance. An employer’s stating physical fitness requirements that clearly are based on the capabilities of a 25 year old instead of the actual requirements of a job. This is a case of discrimination based on age. A female employee who performs well in the job gets pregnant. The employer soon looks for performance issues order to dismiss her. A work policy provides benefits to some selective married couples, but not to others. This may be a case of discrimination based on sexual orientationand/ormarital status. On the ground offamily status; a woman after giving birth cannot be able to do night shifts. The employer fails to allow her flexibility to work on dayshifts. An employer setting up policies that require all the employees to have a driver’s license. People with a disability are directly discriminated against this way. This can be a case of discrimination based on disability grounds. A person can also be denied a job due to a previous conviction which was pardoned or suspended. Reasons for Employee Discrimination Various reasons contribute to the problem of discrimination at the work-place in Canada. Firstly, there is a difficulty of inadequately trained employees. Tribe, Curlis, Etheridge, Quarry, Ash Training Point.Net (2009) argue that even in the human resources departments that could be described as the most effective, inter-employee discrimination cannot be adequately contained. They argue that the best way to adequately contain this menace is to ensure that the employees are adequately educated about the laws against discrimination and about any internal rules to guard against discrimination that a certain company has adopted. Secondly, failure on the part of the employers to guard against the paper has also contributed to this menace. According to Crosby, Stockdale Ropp (2007) many employers have been identified to treat their respective evaluation systems as a formality. Most of them have been shown to hand out satisfactory ratings to the employees that show up to work in a timely manner and during firing, records of misconduct are also not kept. These researchers recommend the need for the documentation of the failings of the borderline workers. The records are to ensure that their termination of employment is supported by the paper trail. Thirdly, according to Tribe, Curlis, Etheridge, Quarry, Ash Training Point.Net (2009), many people are very ignorant of the law. They argue that even if someone has gone for the best training and awareness, their argument brings out the notion that, even those that have gone for the best training and awareness programs require to have knowledge about the law. They describe most rules about discrimination in the work-place as self-evident although they accept that there are others that are a surprise. For instance, a program on testing that has a disproportionate effect on a class that is protected may be termed discriminatory unless it boosts the performance of a job. Addition to this, Crosby, Stockdale Ropp (2007) state that when employees are not adequately screened prior to getting hired, the resultant workforce may be made up of employees that do not have the willingness to show respect to their colleagues. This is very true of the Canadian work-force because VisionPoint Productions (2002) have shown that nearly 90% of all the employers in Canada do not conduct background checks on their employees prior to employment. They suggest that a proper check be conducted about the employee’s criminal past and with the previous employers to as a measure to guard against discrimination in the work-place. Furthermore, some individuals have been reported to receive discrimination complaints with skepticism. However, with the current laws and regulations, this kind of behavior ought to end to avoid being sued. Proper investigations should be conducted (VisionPoint Productions, 2002). People occasionally have misplaced loyalty. It is an accepted statement that people have to change. As they do, the standards of acceptable conduct also change. Exemplary employees change and turn to liabilities in their respective work-stations. Liability here is because of their inability to adapt to the ever-changing standards of the work-place. By so doing, they expose their companies to possible law suits (Crosby, Stockdale Ropp, 2007). Occasionally employees may have a lot of unsupervised leisure time. The leisure allows them to occupy themselves with things that are not constructive; one of those things may be discriminatory. According to Crosby, Stockdale Ropp (2007) most of the employees that have lots of unsupervised leisure times end up behaving in a discriminatory way. Various other things may also lead to discrimination in the work-place. These include; excessive personal expression, failure for some employees to recognize when they are involved in conflicts and the mixing of ethnicities, genders and generations in the work-place. Although, mixing up may look advantageous, in the long run, it may lead to many disadvantages including discrimination (VisionPoint Productions, 2002). Acts, Laws and Regulations against Discrimination The Employment Equity Act The Employment Equity Act is defined in Canadian law. It requires federal employers to engage in employment practices which aim to increase the representation of the four designated groups. The groups include women, people living with disabilities, the Aboriginal people andthe visible minorities.The Act also has a special emphasis on equity. It reaffirms the need to not only treat people with equity but to also ensure that there is fairness in the way people are treated according to their different capabilities (Vosko, 2006). Employers are required by law to remove barriers to employment, those which disadvantage the four designated group, members. These employment barriers are for instance; wheelchair inaccessible buildings, or even practices that specifically make those designated people uncomfortable. Furthermore, employers are also required to put in place positive policies for the recruitment, training or promotion of the members of the designated groups. Such positive policies may include recruiting from Aboriginal communities, advertising for jobs in a foreign language for the minor group or even a training program for people living with disabilities (Vosko, 2006). The idea for the employment Equity was established in the 1984 Abella Commission which was chaired by JudgeRosalie Abella. In the place of affirmative action, she came up with the term â€Å"employment equity† specifically for the Canadian context. Her report later became the base for the establishment of the Employment Equity Act in 1986. It was later amended in 1995. The Act aims at achieving equity in the workplace and ensuring that no one is denied the benefits of employment or employment opportunities for reasons that are not related to capability. This legislation emphasizes that it is specifically aimed at rectifying the forms of discrimination experienced by aboriginal peoples, women, minority groups and people with disabilities in the workplace. It advocates for equity in the workplace and integration of special measures within the work-place to have these groups treated fairly according to their capabilities (Vosko, 2006). According to Vosko (2006), theEmployment Equity Acthelped ensure that all Canadian citizens had equal access to the labor market. It also required employers to ensure the full representation of members of the four designated groups in their companies. The four designated groups are: Women The Aboriginal people Persons living with disabilities Members of visible minorities The act dictates that employers should ensure equality in the workplace by; Determining if all the designated groups are represented at every level of the organization’s workforce Identifying employment barriers if any Working with all the employees in developing a plan that promotes full representation of the designated groups According to Vosko (2006), the responsibility for giving effect to the act is laid on these departments and commissions. These include; The Human Resources and Skills Development, Canada: It advices and provides the employers with the tools required to abide by the act. They also collect employment equity reports in the private sector. TheCanadian Human Rights Commission: It conducts audits of compliance for all the federally regulated businesses, corporations and public sector organizations. TheTreasury Board Secretariat: This maintains databases on availability and representation of members of the designated groups in all federal public sector organizations. Furthermore, it tables the federal public sector annual reports on employment equity to the Canadian Parliament. ThePublic Service Commission: develops policies in the sectors of staffing and recruitment and ensures proper application of theact by all the departments and agencies. The Canadian Human Rights Act The act prohibits discrimination of persons on the basis of, race, ethnicity, gender and other grounds. It continues to be in force together with the Employment Equity Act. The main difference between the two acts is that the Canadian Human Rights Act simply prohibits discrimination, while the Employment Equity Act strongly requires that employers engage in proactive measures in order to streamline the opportunities for the employment for the four designated groups above. The Canadian Human Rights Act furthermore protects minorities, such as sexual and religious minorities, while the Employment Equity Act is limited to the four groups. In Canada, employment equity is a specific legal concept and should not be used as a synonym for non-discrimination or workplace diversity. It was established under the act, is theCanadian Human Rights Commission(CHRC) in 1977 by the government of Canada. Its purpose isto investigate and settle complaints of discrimination in employment and also in the provision of public services within federal jurisdiction. It is also empowered under the Employment Equityact to ensure employers provideequal opportunities for the four designated groups. The CHRC also helps to enforce these rights and informing the public and federal employers of these rights (Vosko, 2006). Recommendations Enforcements of the acts and laws above These laws were enacted and put in place for a purpose. They are meant to give each and every qualified individual an equal employment opportunity. The government of Canada and the bodies put in place like the Canadian Labour Organization should not only publicize the laws but should enforce them. Reporting the Violators Despite the efforts made, some employers still discriminate workers. In such cases any discriminated individual or even group should report the employer. Avenues are in place to deal with and ensure such violators face the law. Appealing To Employers Humanity Helping them see that their discriminatory actions, some of which may evade the law, as inhuman and hurting. Such campaigns may aid them treat their workers equal. Employers are also charged with the responsibility of: Creating a workplace free from discrimination and form any form of harassment Providing a policy for dealing with discriminations when they occur. Ensuring that all employees and the management staff understand and abide by the policies Respond to complaints in time. Discipline and fine those employees found discriminating others. Carrying out managerial duties in a way that doesn’t abuse authority, or intimidate any employees leave alone discriminating them. References Canada. (1978). New directions: A look at Canadas immigration act and regulations. Ottawa: Employment and Immigration Canada. Canada. (2013). Language of work in federally regulated private businesses in QueÃÅ' bec not subject to the Official Languages Act. Gatineau, QueÃÅ' bec: Govt. of Canada. Crosby, F. J., Stockdale, M. S., Ropp, S. A. (2007). Sex discrimination in the workplace: Multidisciplinary perspectives. Malden, MA: Blackwell Pub. Goldring, L., Landolt, P. (2013). Producing and negotiating non-citizenship: Precarious legal status in Canada. Toronto: University of Toronto Press. Hunter, R. C. (1992). Indirect discrimination in the workplace. Annandale, NSW: Federation Press. Lawrence, K., Klos, K. A., Center for Compliance Information (Aspen Systems Corporation). (1978). Sex discrimination in the workplace. Germantown, Md: Aspen Systems Corp. Phelan, G. E., Arterton, J. B. (1992). Disability discrimination in the workplace. St. Paul: Thomson/West. Tribe, A., Curlis, J., Etheridge, S., Quarry, P., Ash, E., Training Point.Net. (2009). Discrimination in the workplace. Bendigo, Vic.: Training point.net. United States. (2008). Best practices for eradicating religious discrimination in the workplace. Washington, D.C.: U.S. Equal Employment Opportunity Commission. United States. (2008). Questions and answers: Religious discrimination in the workplace. Washington, D.C.: U.S. Equal Employment Opportunity Commission. VisionPoint Productions. (2002). Harassment discrimination in the workplace: Its not just about sex anymore. Des Moines, IA: VisionPoint Productions. Vosko, L. F. (2006). Precarious employment: Understanding labour market insecurity in Canada. Montreal: McGill-Queens University Press.

The Advantages of E-Textbooks Essay examples -- Educational Technology

Imagine a day when youngsters would leave for school carrying nothing more than an electronic device weighing less than one pound. The advent and growing popularity of electronic textbooks may make this a reality sooner rather than later. No more students trudging around with 20 pound backpacks strapped to their backs. No more lockers jammed with textbooks and notebooks. The benefits of transitioning to e-textbooks are many and provide advantages for both students and educators. Electronic textbooks can be updated faster than traditional textbooks and can also provide resources that traditional books cannot supply. Because reprinting textbooks is expensive, they are rarely corrected and schools frequently have outdated versions that are 5 – 10 years old (Acker, 42). The information in traditional textbooks is often obsolete and the pictures can be very dated. For example, Pluto is still listed as a plant in our solar system in many science books even though it was decided in 2006 that it is actually a dwarf planet. In some cases, a textbook may be updated every few years, but many high schools do not purchase the new edition because of the high cost involved. In our current economy, many schools can neither justify nor afford the several hundred dollars it would cost to purchase a new edition for just a few changs. With e-texts, corrections and updates can be made quickly and at a fraction of the cost of their printed counterparts. In addition , e-textbooks include more than just the words. â€Å"The nature of literacy is changing; it includes not only text but also symbols and visual images or icons that make up graphic user interfaces.† (Hassell, 117) Visual images and icons can be found on practically every electronic ... ...irst generation of digital natives. New York: Basic Books, 2008. Print. Shepperd, James A., Jodi L. Grace, and Erika J. Koch. "Evaluating The Electronic Textbook: Is It Time To Dispense With The Paper Text?." Teaching Of Psychology 35.1 (2008): 2-5. Academic Search Elite. Web. 8 May 2012. "Technology in the Middle  » Blog Archive  » Digital Literacy 101: Class Dismissed But Not Over." Technology in the Middle . N.p., n.d. Web. 23 May 2012. . "Virtual textbooks gain popularity in class - News - The University Echo - Student weekly of the University of Tennessee at Chattanooga ." The University Echo - Student weekly of the University of Tennessee at Chattanooga. N.p., n.d. Web. 7 May 2012. .

Hitory Elective Notes: Chapter 6

Tanjong Katong Secondary School Secondary FourHistory Elective Chapter 6: War in EuropeHow was Germany responsible for the outbreak of WWII? Hitler’s foreign policy aims:   Hitler wanted to make Germany ____ again by having a _________ and regaining the ____ lost by TOV. †¢ Wanted all German- speaking people to live together in one country called _____________. †¢ Felt that Germany’s growing population needed more room to live and grow food. He called this ___________ (living space). †¢ He could get his lebensraum by __________ lands east of Germany. Hated the _____________ ideology and wanted to conquer the Soviet Union to destroy _____________. †¢ SU had vast lands and Hitler believed that the Germans could use the lands for _________. Steps taken by Hitler: †¢ 1933: Hitler pulled Germany out of the ________________ organised by the League of Nations, announcing that she will disarm only if other nations did so as well. †¢ 1933: Pulled Germany out of ____________________. †¢ 1934: Increased the size of his ____ from 100, 000 to 300,000 men. (conscription) †¢ 1935: Increased the size of the army to 550,000 men & reintroduced ___________________________ for all male citizens. Re-militarisation of ______________: †¢ TOV stated that no ________________ were to be in Rhineland after Allied troops had withdrawn. †¢ 1936: Ordered troops into ______________________________. †¢ Britain and France took no action against Germany. †¢ British claim: Germany was only ‘marching into its own backyard’. †¢ France unwilling to take action without Britain’s support. Anschluss with _______ †¢ TOV stated that there should be no ____________ (anschluss) between Germany and Austria. †¢ Hitler tried to take control of Austria. †¢ Hitler threatened Austrian Chancellor Schushnigg that he would send in his army. March 1938: German troops marched into Austria, which then became a _________ of Germany. How was the League of Nations responsible for the outbreak of WWII? Weaknesses of LON: †¢ An exclusive club for __________ of WWI. †¢ Germany was not treated well. †¢ By not treating all its members with _______________, it failed to win the _________ from members. †¢ Richest and most powerful member of the world – ______- not in the League => weak. †¢ Britain and France were the unofficial leaders of LON but only took action when it served their own ________. Poor leadership -> members ______________ for the League. Members of the League were supposed to ________ each other through the use of __________________, but this was never applied. †¢ When League did not punish Japan when it attacked Manchuria, Italy and Germany went ahead with their attacks ________ that the League could not stop them. †¢ Did not have an ____ of its own, thus not in a position to _______ a country from ________. Failure to curb Italian aggression in ___________, 1936: †¢ Action: Benito _________ (Fascist leader of Italy) wanted to increase Italian influence in Abyssinia (today’s Ethiopia) and made plans to ______ it. Response: LON only implemented a _________ economic embargo against Italy. But this too was not fully implemented due to fear that any embargo would affect members’ own economies. †¢ LON was not _____ enough to protect countries from attacks by its members. Failure to encourage ___________  : †¢ France: Did not feel ____ from Germany and refused to disarm. †¢ Hitler: If other countries did not disarm, then Germany had the right to build up its armed forces and did so at a ____ pace. †¢ Other European countries: Began to rearm _______ Germany. Failure to preserve ______ of the League: †¢ Britain: Fear that Germany would have a navy ______ than hers. In 1935, signed the ______________________ which allowed Germany to increase the size of its navy to 35% of the British navy, including submarines, which were banned in TOV. †¢ Britain, the unofficial leader of the LON, broke the military terms of the TOV and placed her own interests first. †¢ Other members followed Britain’s example, instead of acting together to _________ the ___ of a ________ strong Germany. Failure to preserve _______________  : Due to ________________, many countries priced their goods more _______ than foreign goods, in an attempt to sell more of their goods overseas. †¢ They also tried to _______ foreign goods from being sold in other countries by raising ______ on the foreign goods. †¢ 1933: LON held international conference to stop countries from increasing tariffs, but none of the countries wanted to _________. †¢ Each country believed that it had to protect its own interest first –> ______ war between countries. How were Britain and France responsible for the outbreak of WWII? Appeasement: __________ war at all costs by _________ to whatever the enemy country asks for. Reasons for appeasement: †¢ WWI, with its great __________ made war an __________ choice. †¢ Economies _______________ by WWI and GD. Needed to _________ economies and could not _____ to fight another war. †¢ Br and Fr needed more ____ to _________ their army. †¢ Many British and French ______ were fighting for their independence. Br and France could not afford to quell these rebellions and fight a major war in Europe at the same time. †¢ Felt that they could not win a war against Germany without the help of USA. USA was following a strict policy of ________ and would not get involved in any war in Europe. †¢ Felt that _________ was a bigger threat than _______. A strong Germany would prevent the spread of Communism from Soviet Russia to other parts of Europe. Example of appeasement: ______________ Crisis, 1938 †¢ Hitler wanted to take over Sudentenland (part of ______________) after Austria. †¢ Despised the Czech people as they were _____ – an ‘_______________’. †¢ Prosperous country ____ in resources. †¢ Over 3 million _________ living in Sudentenland – wanted to make it part of his Greater Germany. Sudetenland important for Czechoslovakia because of its _________ and heavy __________ located there. †¢ Encouraged members of the Sudetenland _____________ to make as much trouble for the Czech government so that it would give up Sudetenland. †¢ Czechoslovakia looked to Britain and France to stop Hitler, since Sudetenland was not a German land which had been taken away by TOV. It had never ___________ to Germany. †¢ Britain and France feared that Europe will be _______ into a war if the crisis was not solved. †¢ Br PM Neville _____________ went to Germany three times in Sept 1938 in and effort to prevent war. 3rd meeting in _______ – Representatives from Br, Fr, Italy, Germany attended, but not ______ or ______. †¢ Munich Agreement: Germany would not be stopped from taking Sudetenland. In exchange, Hitler promised not to take any more land in Europe. †¢ Chamberlain happy that war had been __________. Impact of appeasement: †¢ Policy of appeasement had merely _____________ greater ___________ from Germany, since Hitler was _________ that Britain and France would give in to all his demands/actions, as they did not want to get involved in a bigger war. End of appeasement: March 1939: Hitler invaded ______________. †¢ Invasion convinced Br and Fr that Hitler could no longer be _______ and ended their policy of appeasement. How was Soviet Union responsible for the outbreak of WWII? Stalin’s concerns: †¢ Worried about the rise of Hitler, who openly stated that he ______ Communism. †¢ ________ was Hitler’s next target and it was _________ on USSR’s western front. †¢ 1934: Stalin joined _______________ to gain _____________ for USSR from Germany. †¢ However, he was concerned that the LON will not protect USSR since it took no ______ against Germany when it broke terms of TOV. Believed that Br and Fr wanted to see Communism _____________ too. Nazi-Soviet Pact, 1939: †¢ Pact of _________ between Germany and USSR. †¢ Hitler’s reason: wanted Poland but worried about fighting a war on two ______ – Br and Fr on western border and USSR on eastern border. †¢ Stalin’s reason: To avoid war with Germany. †¢ Terms: USSR would remain _______ if Germany attacked Poland. In exchange, they would ________ Poland between them. †¢ Reaction: Came as a ______ to the world as Hitler hated Communism and USSR. Significance: Gave Hitler _________ to invade Poland, as he would not have to face a two-front war. †¢ On 1 Sept 1939, he ________ Poland, confident that his army would be able to handle a war with Br and Fr, if they responded at all. †¢ The following day, Br and Fr _________ a _________ from Poland or face a war. †¢ Hitler _________. Br and Fr _______________ on Germany. Questions to ponder: Who/what was responsible for the outbreak of WWII and to what extent? What were the long term causes of the war? What were the short term causes of the war? What were the factors which triggered the war?

Cross Cultural Diversity For Training - 1803 Words

Cross Cultural diversity in training (Kshitij Shah) Introduction Cross cultural diversity is the growing topic in today’s context. Cross culture competence is a set of skill that consistently appears in the topologies of management. Cross culture competence defines the characteristics of the global manager. As business has become increasingly globalized, the number of employees involved in international operations has increased, and the firm has been transformed into a multicultural organization. At the same time, the classroom is itself final process of change. The globalization of the higher education sector and increasing diversity in local populations has meant that in many universities around the world, classrooms have become†¦show more content†¦The definition of cultural diversity refers to differences among people because of their racial or ethnic backgrounds, language, dress and traditions. The reason behind the research is to find out the core problem of conflict that arises during the process of cross cultural training and challenges faced by the manager working in the training program. Also, to find out what sorts of training programs are beneficial for the betterment of the relationship between cross culture employees. Furthermore, to find the appropriate solution for the challenges and problems faced by the manager during the training programs. The other reason is to solve the curiosity of the people who thinks that conducting and creating the cross culture environment is easy and fast job to perform. The review is presented in order to help out the people in the coming future who can further write the reviews similar to the topic. Characteristic Categories Focus Research outcomes Research methods Theories Practices or applications Goal Integration (a) Generalization (b) Conflict resolution (c) Linguistic bridge-building Criticism Identification of central issues Perspective Neutral representation Espousal of position Coverage Exhaustive Exhaustive with selective citation Representative Central or pivotal Organization Historical Conceptual