English Language problems experienced by overseas students in Australia Essay

International education is of major significance to Australia. The number of oversees students enrolled in Australian higher education institutions rose from 24,998 to 210,397 between 1990 and 2003. Most of the students come from countries where English is learnt as a foreign language. It is noted that in Australia, education is the third largest export service after tourism and transport, therefore, international student are highly valued since they are a source of revenue and improvement on their experience in education is significant in the promotion of positive reputation for Australian institutions. These students need to adjust rapidly and learn English language fast in order to cope both socially and academically. Aims of study The paper aims at investigating the English learning difficulties experienced by oversees students studying in an English language setting in Australia. It also aims at achieving better learning strategies whereby the findings of the study will assist administrators and educators to adopt better strategies for solving the English language learning difficulties of international students in Australia. In summary the paper discusses the findings of previous studies regarding language problems of oversees students. It is concerned with the study about the formation of second language competence and students’ English language experiences after they enter Australia with its principle aim of collecting information that would help the institutions have better plans in meeting the needs and expectations of oversees English students (East, 2001, p. 80). Literature review It is probably no coincidence that at the same time that business and education have become more globalised, and the number of oversees students studying in English language countries have increased, research on the problems and difficulties facing the oversees students has also become intensive and extensive in Australia and elsewhere ( Ballard, 2002, p. 79). Recent studies conducted in Australia identify problems of international students in coping with English, that is, both conversational and academic English. The difficulties are associated with the four macro skills, which are, writing, speaking, listening and reading with clear evidence made by the students themselves whereby Students and staff emphasize that language is a considerable source of difficulties in learning and teaching (Krause, 2001, p. 150). Lack of confidence with English is manifested by the students. They claim not to have clear understanding of their lecturers’ spoken English and are ashamed of their oral performances in the presence of Australian classmates. Research done by Hellsten (2002) found out that inadequate feeling in spoken English hindered many international students from classroom participation. Language proficiency is regarded by students as the one of the main concerns affecting academic performance. In a research conducted by Burns (1991, p. 66), it indicated that more than 50% of the oversees students perceived their English language competencies as very poor, with writing skills ranked as the lowest of the four macro skills followed by listening, speaking and reading respectively. The Australian idiomatic and vocabulary expressions, accent and speed of speaking just complicate the process of communication whereby the oversees students who would have learned English prior to arrival; adjusting to the Australian English, results to further language difficulties. Gaps Most of the studies describing the English language problems of oversees students in Australia are effective but they focus on the symptoms rather than the underlying causes and solutions (Ward, 2004, p. 69). Therefore this study is undertaken to address the expectations of the students and language learning needs and support perceptions. The study will identify areas where information for academic teaching staff and students may need to be supplemented or improved to make sure that students study expectations and support are met, thus the project is undertaken to investigate the two research questions which include: – do the oversees students perceive a need to work on their English language skills in order to cope and succeed academically? , and what kind of language support do the oversees students expect to find and utilize in Australian Universities?. Methodology The research employs use of questionnaires which are filled by 50 international students studying English for academic reasons in Australia. The purpose of the study and the extent of student involvement were explained before the questionnaires were distributed. The nature of the study was voluntary and those who needed to participate were required to provide informed consent. Data analysis Once the completed questionnaires were returned, data was coded and analysed using SPSS whereby graphs and tables were generated and correlation examination done. Findings Regarding the perceived importance of improving English language learning skills, ninety six percent of respondents indicated that the opportunity for English language skills was very significant in their decision to study in Australian institutions. The students were motivated to improve English proficiency with ninety nine percent of the respondents indicating English language skills as very significant in the success of their academic studies whereby the skills were 70% very important in achieving marks within the top one –third of the class in their specific courses. The table below shows the four main language skills which are considered to give students problems while learning English language. The students thought that they needed to improve on them in order to get high marks in their course.

Public Library †Architectural Essay

* Introduction * Definition A library (from French â€Å"librairie†; Latin â€Å"liber† = book) is an organized collection of information resources made accessible to a defined community for reference or borrowing. It provides physical or digital access to material, and may be a physical building or room, or a virtual space, or both. A library’s collection can include books, periodicals, newspapers, manuscripts, films,maps, prints, documents, microform, CDs, cassettes, videotapes, DVDs, Blu-ray Discs, e-books, audio books, databases, and other formats. Libraries range in size from a few shelves of books to several million items. * A public library â€Å"should encourage the following uses: browsing, seeking, studying, meeting, and borrowing. Major trends likely to influence library design in the foreseeable future include: a 30% increase in pensioners by 2025, and a significant diminution in those of working age; a significant increase in those with a higher education; more part- time work; more jobs in knowledge-based areas, and fewer in manufacturing. * History The concept of the ‘public library’ evolved from the Guildhall Library in 15th century London. In the 17th and 18th centuries, most libraries were created by gift or endowment, but by the beginning of the 19th century, these had generally been superseded by either institutional (e. g. those attached to mechanics’ institutes or literary and philosophical societies) or subscription libraries. The Public Libraries Act of 1850 was one of several social reforms of the mid- 19th century, and was generally intended to create ‘free libraries’, available to all classes of society throughout the country. The first two purpose- designed public libraries were Norwich and Warrington, in 1857. The Public Libraries Act of 1919 further extended library provision. Besides the lending library and the reading room, most libraries now had a reference department, and many had separate children’s departments. After 1918 there was a considerable increase in technical and commercial libraries (over 115 by 1924). By the 1930~~ most libraries had adopted open access (as opposed to books being available over a counter via the library staff), which required more sophisticated classification and cataloguing systems – the Dewey system was generally adopted. Increasing literacy and leisure time plus the ‘information explosion’ make it important to plan for maximum flexibility and for future expansion. New techniques are changing methods of control, indexing and retrieval. The growing availability of computerized information (particularly on compact discs and on-line electronic systems) means there is a change in emphasis from book storage to information exchange utilizing computer equipment. These require additional ventilation and secure power supplies, and suitable lighting levels for users. The wide availability of computers means that the problem of space, and particularly the location of a library in a single building, may no longer be critical. * Space Requirements * Public services – A central library may serve in the region of one million customers per year, with a peak daily count of approximately 5000 to 6000 people and a peak hourly count of up to 400. The following service areas may be provided * Branch library – May be included as a discrete section of a central library, probably near the entrance, and cater for more popular books and related material. There will be only a few thousand volumes, acting as a ‘taster’ invitation to what is available elsewhere in the library. The library may be divided into subject areas, perhaps with defined enquiry points. Study spaces, browsing areas, and publicly available computer terminals can also be provided in each subject area. The various areas may be open plan, but must be visually defined (possibly by variations in lighting, different finishes and planting). * Older teenage section – An area for this group is desirable (fiction and non-fiction) and should be  located between the children’s library and main lending library (literature and humanities sections). * Children’s library – Occupying approximately 300 m2, with roughly 12000 volumes for ages up to 14 and their careers, this area should have its own identity, and demonstrate to all children that visiting the library is a safe and enjoyable experience. There must be good visibility to maximize child security and safety; it should also be difficult for children to wander out of this area. * There should be a sequence of information books for all ages and sections for: * pre-school (there should be ‘kinderboxes’, shelves with picture books, novelty cushions, child chairs) * early school years (easy-reader books, with appropriate shelves and browser units) * primary school years (stories, with appropriate shelves and browser units) m young teenage (novels, with appropriate shelves and browser units). Spoken-word cassettes and other media should also be available. In addition, provide ten study places, eight browsing seats and an enquiry desk for two staff. * Children‘s activities room – A room for up to 35 children may be required for a variety of activities (63m2). * Exhibition area – Easily accessible from the main entrance, but with a distinct identity and with suitable security, an area for exhibitions is desirable (40m2). * Lavatories – The requirement for customers is 38m2 and also 15m2 for the children’s library, which should include a nappy changing room. Depending on the overall plan, one or two sets of staff lavatories will be required (each of 32m2). * Meeting rooms- Include one room for 100 people (200m2 in total), with divider to separate the room in a proportion of 60:40. Chair storage and simple catering facilities are also required. A small room for about six people is also required. Access may be required when other parts of the library are shut; good access from entrance(s) is therefore required. * Special collection library – This area may be required in larger or specialized libraries. An adjoining librarian’s office is necessary. * Refreshments/coffee bar – For 50 customers maximum, providing drinks, snacks and light meals (105m2). * Sales point – An area to promote sales is required (this may be no more than a display case): the strategic location is important, but it may be combined with another area (13m2). * Study desks – These should be suitable for use with personal computers (which may be the customer’s own machine, necessitating simple plug- in compatibility). The integration of PCs with study furniture is very important. Two power sockets are also required. * Art in architecture – Libraries are often considered excellent places in which to display local (or national) art, either in the form of permanent murals or sculpture, designed as an integral part of the building, or in facilities for temporary exhibitions. * Subject departments – Organization of a library into subject departments has always been a consideration. * Related Local Projects * Bohol Provincial Library and Information Center New Capitol Complex, Marapao Street, Tagbilaran City, Bohol * Alaminos City Library Alaminos City Hall, Alaminos City, Pangasinan * Butuan City Library J. Rosales Ave. , Butuan City. * Cavite Provincial Library Legislative Building, Prov’l Capitol, Trece Martires City * Leocadio Alonsagay Dioso Memorial Public Library (Municipal Library of Pandan, Antique) Pandan, Antique, Philippines * Marikina City Public Library V. Gomez St. cor. Shoe Ave. , San Roque, Marikina City * National Library of the Philippines T. M. Kalaw Ermita 1000, Philippines * Quezon City Public Library (Several Branches) * San Carlos City Public Library (Negros Occidental) 610 Elm Street, San Carlos, CA 94070 * Raul S. Roco Library (Naga City Public Library) City Hall Compound, J. Miranda Ave. , Naga City * Zamboanga del Norte Public Library. Santa Cruz, Dapitan City, Zamboanga del Norte, Philippines * Supporting Datum * A possible arrangement of a central library could typically be as follows (The Architects’ Handbook) * Business – At 184m2, this department contains 2100 volumes covering all aspects of business information (local, national and international). Customers will include: those hoping to set up their own business, those undertaking research to develop their existing business, and students. Some queries may come via fax or phone. Computerized information resources will probably be more prevalent here than in other departments. Includes 40 study places and an enquiry point for two staff. * Community – With 9000 volumes (300m2), this holds social sciences and all quick-reference works (e. g. directories, yearbooks, timetables, etc. ). Includes 30 study places and an enquiry desk for three staff. Customers will be coming for both quick fact-finding and for longer-term study: any potential conflict therefore needs to be resolved. * Humanities – Department for arts, recreational pursuits (e. g. gardening), religion, music (books and scores), sound recordings (music cassettes and compact discs), and videos for hire. With 495m2, 22 000 volumes, 9000 recordings (including videos), and 10500 sheet music. Includes 12 study spaces, four browsing seats and an enquiry desk for three staff. Note that there is a noise problem with customers browsing through music cases, which can be distracting in the study areas. * Literature and language – Department for adult fiction (9000 volumes), large-print fiction, spoken- word cassettes, multi-media, drama (9000 volumes), single copies and play sets (286m2), covering English and foreign languages. Includes 12 study spaces, four browsing seats and an enquiry desk for two staff. Local studies/history 3000 volumes on public shelves (230m2); 50 study places; enquiry desk for three staff. This area will be used by short-term browsers (e. g. tourists) and for long-term study (students and researchers). It will also be used by those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e.g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key those wanting information about local statutory agencies, and those looking for a quiet study area. Environmental conditions for this area must be designed in accordance with BS 5454: 1989. * People and places – For information books on travel (guides and travel/adventure), biographies, and human geography. 15000 volumes (240m2); 15 study places; four browsing places; enquiry desk for two staff. * Science and technology – Area with 11000 volumes (200m2), covering computing and pure and applied sciences: 20 study places; no browsing seats; enquiry desk for two staff. Access and circulation areas generally As mentioned above, generally all public and staff areas should be accessible to people with disabilities, particularly those with sight or hearing impairments. * Other considerations are as follows (The Architects’ Handbook) * Customer services/reception – An informal and welcoming atmosphere is required, as this is the first major point of contact for new customers and where existing customers can resolve queries (e. g. about availability and overdue books); space is required for three staff (51m2). Estimated peak daily level of registration updates is approximately 200; estimated peak level of enquiries, approximately 600. The area should allow for satisfactory queuing arrangements. The general layout requirements are for: a professional, inviting and efficient reception area; clear layout and instructions for customers; maximum flexibility in staff resources; suitable supervision of customers; and suitable staff security. * Internal circulation – The flow of people and materials (particularly the two-way flow of trolleys) should be made as easy as possible. Note that circulation areas provide opportunities for vandalism and concealment of theft, and should therefore: be kept to a minimum; follow a logical route; allow visual control by staff (closed-circuit TV may be installed); allow segregation of staff and public areas; allow segregation to enable secure out- of-hours use to specified areas; and allow easy emergency evacuation. * Internal vertical circulation – This should be by lift and stairs, and possibly escalator. Lifts should: allow movement of staff, books and materials to all floor levels; be linked with the book sorting office; provide public access to main lending floors; provide suitable access for out-of-hours use. No more than four lifts should be provided. Security generally The key considerations concern the control of access between staff and public areas (both during and outside opening hours), and prevention of theft. These issues can be addressed by: strategic location of staff enquiry points, with line-of- sight control; CCTV cameras; electronic book sensors at exit points; and security personnel. * Trolleys – Allowance must be made for trolleys: for instance, by providing suitable protection to prevent damage to wall surfaces, adequate door widths, and suitable flooring (studded and ribbed flooring is not suitable). * Entry/access areas – One main entrance and two others are required, preferably separate: * Main entrance foyer/lobby: ( 190m2) should be clear and inviting, and be sufficiently spacious to cater both for visitors who have a specific destination and those who may wish to wander around. * Public out-of-hours entrance: must provide a short and secure access route from the street to the meeting rooms etc. It could be combined with the main entrance, but a lift solely for out-of- hours use is not acceptable. * Staff/service entrance: to be a safe and secure area, particularly for staff leaving after dark. Queuing space should be allowed for 40 people to wait (at 0. 5 m2/person, 20m2 is required). * In-counters (51m2) – There will be one central counter for the whole building, after which customers will either move to other departments, move to customer reception, or leave. Peak hourly levels of customers are approximately 250-300, with a peak hourly level of returns of approximately 1000 items. Space is required for three staff plus computer terminals for customers. The layout must allow for clear and direct flows. * Out-counters (38m2) – All items issued or renewed will be from the out-counter and there may be more than one, depending on overall layout. Note that some customers may wish to return to other areas of the library (e. g. the coffee bar) after visiting the out- counter. Peak levels are as for the in-counter. Space is required for two staff plus computer terminals for customers. The layout must allow for clear and direct flows: in particular, customers not wishing to borrow items must be able to avoid becoming involved with this area. * Library returns bin – This is required in the entrance area for returns during times when the library is closed. It must be a secure unit. * Self-issue terminals – The space required is 3 m2/terminal and at least three terminals are required at various points in the library. * Smartcards – The inclusion of a ‘smartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is  Ã¢â‚¬Ëœsmartcard’ system is increasingly likely, to allow customers to pay for services (e. g. photocopying, overdue charges, borrowing videos, etc. ). The machines will be located throughout the library. * Admin and staff accommodation – In addition to a general admin office space of roughly 53 m2, provision will also include the following. * Enquiry desks – These should ideally be located so that they can service more than one department at quiet times or during staff shortages. * Librarian’s office (20m2) – The base for the manager in charge of the whole building, the room must be close to the administrative support and interview rooms. Apart from everyday managerial tasks, the room will be used for small discussions with up to two people and project work. * Library manager‘s office ( 13m2) – This includes one office for two assistants, shared desk, and also room for small meetings of one to three people. Privacy is necessary, although easy access/overview is required for counters and customer services. The office should be located near the branch library. * Delivery area (16m2) – There will be a daily ‘in’ delivery of boxes containing: books from this library, but returned to other libraries; books requested from other libraries; and new books. The ‘out’ delivery will be of books sorted in the sorting office, and books requested by other libraries. This area will also act as a short-term reception and dispatch area for other equipment, furniture, exhibition equipment, etc. , and sufficient space should be allowed for this. * Interview room (14m2) – To be used by all staff for private meetings, appraisal interviews, meeting the public and recruitment interviews, the room must accommodate up to four people and ensure confidentiality is maintained. * Local studies reserve stack ( 150m2) – Most local studies stock will be reference only, in closed-access storage areas, obtained by staff on customer request: access systems therefore need to be quick and simple. (Book stacks must be designed in accordance with BS 5454: 1989. ) A local studies workroom (38m2) will usually be required adjacent to the local studies area. * Reserve stacks (155m2) – Certain sections of stock will be housed in closed-access rolling stack storage, including: seasonal overflow (fewer items are borrowed during the summer and over Christmas); reference stock; music sets; play sets. The weight of rolling stack storage is substantial and will need to be taken into account in structural calculations. * Secure area for exhibits – A secure storage area is required, with easy access to both the delivery area and the exhibition area. * Security control room (17m2) – This acts as the base for control attendants, and for the closed- circuit TV system. * Sorting office (63m2) – Required for sorting all returns. The main divisions are: for return (by trolley) to the various departments; for return to other libraries; for special requests (e.g. customer reservations); and for particular processes (e. g. book repair). Wall shelving for 1000 items is required for temporary storage during peak flows or staff shortages. This area also acts as a supervisory area for the counters and the customer reception, allowing the easy allocation of additional staff when necessary and for general troubleshooting duties. * Staff room (115m2) – With a total staff of approximately 50, the staff room should accommodate seating for 30 and also be suitable for relaxation, social gatherings and informal meetings. During special events, staff will work outside normal working hours so there should be an adjacent kitchen area suitable for making light meals and drinks; a dishwasher may be desirable. Staff lockers (25m2) are ideally located in a separate room and storage for wet clothing is also required. * Stock workroom (127m2) – For four to five staff, its functions are: processing books from the delivery area; repairing stock; binding requirements; stock exchanges; inter-library loans for music sets. Wall shelving is required for approximately 2000 books. * Subject staff workroom (152m2) – Required for processing complex enquiries and selecting new stock, these rooms are needed in humanities, literature and science libraries; for six librarians and support staff (maximum). Wall shelving will be required. * System room (38m2) – Needed to house computer equipment for library circulation and other information systems. * Training room (58m2) – Required for meetings and training sessions, facilities must be suitable for current technology and equipment. * Shelf storage Typical examples based on 900mm shelf module are: adult non-fiction37 vols/900mm run of shelving adult fiction 30 sheet music 60 junior fiction 44 junior non-fiction 74 All shelving units should be four shelves high except: local studies 6 shelves high music scores 3 (overall height to be as four-shelf unit) children’s non-fiction ditto * Other areas * sick room (10m2) * stationery store (25m2) * general stores (four; approximately 1000m2 in total) * cleaners’ room/store (29m2) * WCs; shower if possible. * Preferred space standards, from the Follett Report, are: * one space for 6 full-time-equivalent students. * 2. 39m2 per reader (subsequent research indicates that 2. 5-3. 0mZ may be required) * reader modules to be minimum of 900 x 600mm * information technology (IT) spaces to be 1200 x 800mm. * Building Services (The Architects’ Handbook) Heat reduction is a major problem, and is exacerbated by the use of computers. Air- conditioning is expensive and environmentally undesirable and should therefore only be used where essential, natural ventilation being the preferred option (traditional window ventilation, however, can be a security risk). Service zones are required above ceilings and below floors: ventilation systems, heating and electrical fittings, and information technology units, must be designed to allow flexibility of layout, and must allow for movement of shelving without causing disruption. Distribution cabling for networked computer systems and terrestrial/satellite aerials also needs to be allowed for. Noise in libraries is a problem, both from external sources and between different activity areas within the building. Acoustic considerations must therefore be carefully considered. * Maximum Floor Area Allowance per occupant (occupant load factor) from International Building Code Reading rooms 50 net Stack area 100 gross * The loading applies to stack room floors that support nonmobile, double- faced library book stacks, subject to the following limitations (International Building Code) * The nominal book stack unit height shall not exceed 90 inches * The nominal shelf depth shall not exceed 12 inches for each face * Parallel rows of double-faced book stacks shall be separated by aisles not less than 36 inches wide. References/s: * TIME-SAVER STANDARDS FOR BUILDING TYPES 2nd edition, International Edition Edited by JOSEPH De CHIARA and JOHN HANCOCK CALLENDER 1983 by McGraw-Hill Book Co-Singapore 2nd printing 1987 * The Architects’ Handbook Edited by Quentin Pickard RIBA 2002 Blackwell Science Ltd * 2012 International Building Code First Printing: May 2011 Second Printing: June 2011 * http://readphilippines. com/Forum/viewtopic. php? f=33&t=74 * http://paarl. wikispaces. com/Libraries#Public%20Libraries * http://en. wikipedia. org/wiki/Library * http://web. nlp. gov. ph/nlp/.

Extracts from camera Lucida Lab Report Example | Topics and Well Written Essays - 500 words

Extracts from camera Lucida - Lab Report Example In this photograph, Barthes sees his mother's true essence speak through the photo paper. Barthes has a passion for photography that is marked by an extreme idolization of the transcendence of photography. Barthes states, "Such a desire really meant that beyond the evidence provided by technology and usage, and despite its tremendous contemporary expansion, I wasn't sure that Photography existed, that it had a 'genius' of its own" (1). All of the technical and analytical books Barthes read on photography could not satisfy the feeling he had for the art/religion of photography. Barthes goes on to define the photograph as: "the object of three practices: [] to do, to undergo, to look" (3). The respect that Barthes shows to photography is so evident throughout Camera Lucida that he even states the photographer is not merely a photographer, but an operator: An operator who not only manipulates the camera, but an operator who manipulates the referent or subject, the environment and the spectator. Barthes muses on the subject of being the referent. His hope that the camera will make him look stunning is a hope that many people can relate to. His fear that the camera will not capture his true essence is also a fear that many people can relate to. Upon seeing the result of the photo Barthes states, "the Photomat always turns you into a criminal type, wanted by the police" (4).

Privatizing Social Security is the best way to deal with the Social Essay

Privatizing Social Security is the best way to deal with the Social Security crisis - Essay Example During his initial campaign for the presidency and into his first term in office, President Bush outlined and championed a method that could save this ailing, enormously costly and inefficient socialist conceived dinosaur by introducing a streamlined plan that would privatize social security. This discussion briefly explains how Social Security is collected and distributed, how it affects different segments of society and why the fund is shrinking. It then examines the Bush administration’s proposed solution to the problem and appraises the merits of the plan to privatize Social Security. The Social Security system operates by collecting taxpayer money and redistributing it to selected persons in need. Employees pay about six percent of their salary into Social Security and their employer contributes a matching amount. The fund earns interest by investing in U.S. Treasury bonds then pays retirees who have paid into the fund as employees. It also pays to the spouses of deceased retirees and to disabled persons of working age. Half of the nation’s elderly would live below the poverty line if not for the benefits paid by Social Security as opposed to the ten percent presently in poverty. Today, nearly 60 percent of retirees acquire more than half of their income from Social Security. For a third of recipients, benefits account for 90 percent of their total income (Epstein, 2006 p. 12-15) Today, Social Security is taking in slightly more money than it is paying out. According to government estimates, the reverse will be true â€Å"within the next fifteen to twenty years† (Johnson, 2006) but will still be capable of paying full benefits until about 2042. The Social Security Administration estimates that the funding balance will tip by 2028 and steadily decline until the fund is exhausted in 2042 at which time it will retain the interest paid from the Treasury bonds and when that is depleted these bonds are sold back to the

Design, Drawing and Practical Skills Assignment

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Coopers Creek Wine Management Essay Example for Free

Coopers Creek Wine Management Essay 1.0 Introduction Coopers Creek, established in 1982, became one of New Zealand’s more successful medium-sized wineries by following a strategy of resource leveraging via networks of co-operative relationships with other New Zealand winemakers in the domestic and export markets. This strategy allowed Andrew Hendry, the managing director, to consciously manage the growth of the company to retain the benefits of small size. However, with increasing globalisation of the wine industry, the changing nature of export markets, the early maturity of the New Zealand industry and the constrained supply facing New Zealand wine makers, Andrew Hendry was faced with the decision of how to position a smaller company for the future. He had to decide whether the network-based strategies that served the company so well continued to be appropriate under conditions of industry concentration, increasing competition and emerging globalisation. (Robbins S, 2006) 1.1 The NZ wine industry When Andrew Hendry established Coopers Creek, the New Zealand environment was highly regulated. By 1984, the New Zealand government had initiated a programme of deregulation, which included devaluation of the New Zealand currency, exchange rate flotation and general anti-inflationary measures. (Porter M, 2001) The opening of New Zealand’s domestic market meant that businesses had to improve their efficiency substantially over a short period. The agricultural sector sought out new markets, to replace the loss of their traditional dependence on the UK market with its increasing commitment to its European trading partners, and new products, reflecting a growing awareness that much of New Zealand’s exports were of a commodity nature. This period saw growing exports to Australia, the United States, Japan and the rest of Asia and exports of predominantly sheep meat and dairy produce being accompanied by more fresh fruit, venison and wine. A further response to fiercer competi tion at home and in overseas markets was an increasingly strong focus on quality, a case in point being the New Zealand wine industry. The New Zealand wine industry accepted the consequences of the liberalisation  of the domestic economy and recognised the need to understand how on-going changes in the international economic environment affected its prosperity and how to plan accordingly. Building from a low international base in the 1980s ($4.5 million in exports in 1987), New Zealand wine exports achieved phenomenal growth and accounted for $168 million in 2007, comfortably exceeding the $100 million by 2007 target set in 1999. The UK market was the most important export market for the industry in 2007, and at $84 million it accounted for around 50.22 per cent of total exports by value and 54.28 per cent by volume. Europe accounted for 66 per cent of exports with 85 per cent of that going to the UK. Four large firms, namely Corbans, Montana, Nobilo and Villa Maria, dominated the wine industry in New Zealand in 1999. The following year, Montana purchased Corbans and Nobilo was bought by BRL/Hardy of Australia. Between them, these large firms accounted for around 80 per cent of all exports in 2007, with another 17 medium-sized companies, of which Coopers Creek was one, handling 16 per cent in combination. For the most part, industry participants exported between 30 and 35 per cent of their production, but a few producers had much higher export intensity. (Wheelen, 2006) 2.0 Key Issues The key issues are: (Study Guide, 2008) (1)Despite entering early maturity, coopers creek remained constrained by issues of supply. (2)The cost of new land for grape planting was rising and more previously marginal land became economic to grow on, the problem was still one of access to capital for these resources. (3)A possible over supply of grapes in New Zealand, which could lead to heavy discounting. (4) A contraction in ownership within distribution companies in New Zealand and in USA, which could lead to certain markets being effectively closed to coopers creek. (5)Protection of strategically important grape supplies so the can insure they still get a proportion of the very highest quality grapes. 3.0 Planning 3.1 Life Cycle From a demand perspective, the worldwide wine consumption has stagnated. According to the Wine Institute, there is only a 2.04% growth in wine consumption from 1997 to 2001. In fact, worldwide consumption dropped from 227,875 hectoliters to 226,646 between 1999 and 2000. Generally there is a drop in consumption from the traditional wine drinking countries like France and East European countries, whilst demand has growth significantly from China. (Grant R, 2005) The production of wine has shifted from the traditional vineyards in France to the rest of the world. There are New-World Wines from Australia, New Zealand and South Africa. These wines are generally thought to be of moderate to high quality and are essentially challenging the traditional wine producers on the quality front. Furthermore, there are wines coming out from China and India. Because of the lower wages in these countries, wines can now be produced at a fraction of the costs of the French vineyards. Price has now become a big challenge that the traditional wineries have to face. Some authors even suggest that the Old-World producing countries like France has followed growth decline and now has entered a second life phase. While the New-world countries are in an emerging or growth phase As the industry moves towards maturity phase of its life cycle, the pace of consolidation will increase. (Times of India,2007) 3.2 PESTEL Analysis The following is a review of the major environmental factors, which will impact the industry to a large extent. A closer examination of the more important factors amongst them will allow for a tighter integration between the external environmental factors and the corporate strategy chosen for Coopers. Political factors Government regulation has always played a major role in the WI. There are increasing concerns that there will be new barriers and trade impediments to trade in the WI. One such example is the trade disagreement between US and European Union in the level of farm subsidies that the US alleged that the EU farmers receive. The same allegations may also be similarly levied on the European vineyards. In the Wine Institute report on International Trade Barriers to U.S. Wine 2006, European wine producers were noted to have received certain subsidies . Tariffs also have been the most important barrier to the international wine trade. Some governments impose unusually high tariffs on wine imports. Recent announcement in the media like India opening its market and slashing duties on imported wine and spirits bring good news to the industry, as this will allow them to enter this lucrative untapped market. Though due to WTO pressure the tariff has been reducing, which has lead to major wine producing countries imposing various non-tariff trade barriers. One such non-tariff trade barriers are research fundings made available by local governments to improve the overall harvest yields and quality of the countrys grapes . Economical factors The rising number of middle class worldwide has led to an increasing appreciation of wine and demand for wine. In developing economies of China and India, this class of consumer is expected to increase significantly over the next decade. With the continued increase of economic growth rates for both countries, these consumers can now afford to consume wine is expected to grow significantly as well . The effect of currency fluctuations on the WI will continue to play an integral part in influencing the WI. The proportion of wine being exported outside the wine producing country has increased. Even in a traditionally large wine consuming market, the proportion of wine, which ends up in foreign land, has been increasing. The continuing trend of exporting to new markets such as India and China is going to increase as wine producers cope with the declining wine demand in traditional home markets As a result, the wine producers exposure to fluctuations in currency exchange rates will increa se further. Socio-cultural factors The increased spending power, sophistication of the middle class in many countries with increased tendency of copying the west has helped to increase the demand for wine consumption. This growing group of earners from various countries is often well traveled highly educated consumers with needs and wants for the better things in life. The number of middle class across Asia is expected to grow by 1 billion in the next 8 years . With the shift in demographics in the developing countries, there will be more wine drinkers in the future. Increasingly, there are also more scientific evidences that there are health benefits to be derived from moderate drinking of wine especially red wine. As a result, there is an increasing acceptance of the beverage as health-product leading to a healthy heart. Technological factors Innovation and technological factors continue to drive improvement in production yields and better storage of wine. The Australian WI today has transformed itself from a small cottage industry to one of the largest exporter of wines internationally, even to the extent of eclipsing some of the older Old-World countries. The great leap forward for Australia can be attributed to the Australian wine producers clustering to innovate and improve existing processes. (Read C, 2006) The growth of e-commerce infrastructure and the increasing acceptance of buying things online have led to new opportunities for wine connoisseurs and wine producers alike. With this new technology, niche wine growers are able to reach out to the individual wine consumers without being drowned out by the marketing noise generated by the large wine producers. The ability to ship small quantities directly to individual wine drinkers without passing through layers of middlemen may mean that small niche growers may be able to find their position in a market dominated by large brand names . Environmental factors Within the Food and Beverage (FB) industry, the WI is markedly different from the other products due to the fact that FB products are limited by market, while the WI is limited by resource (land and grapes). Reason being wine is grown in moderate climates and on certain types of soil. Sudden climatic changes may adversely affect production yields or may even destroy crops all together. The significant changes expected in the environment from global warming, rising sea levels, rising carbon emissions and increasing acidity in the waters will all add to contribute to the adverse conditions for which growers will find themselves in. These conditions together with a scarcity of good arable land may act to constrain or even reduce the industrys supply. On the positive side, in one of the rare articles published in Newsweek on the positive effects of global warming, the author highlights that fast melting of Artic glaciers and increase in global temperatures may lead to opening of new vine yards in many parts of the world with weather conditions similar to the Frances Champagne region. Legal factors External environmental legal factors have acted in line with other environmental factors changes. For example, the advent of the Internet e-commerce has resulted in changes in legislation for wine sales, which crosses state lines in the United States . In addition, the origin of the grapes used to make wines also became a contentious issue for many wine-producing countries. The origin of these grapes and the proportion of local grapes used became an issue for branding and labeling of wines; as governed by new local legislation controlling wine labeling. 4.0 Organising 4.1 Porters 5 forces analysis We have analyzed Coopers internal environmental factors using Porters Five Forces analysis. Being in a specialized industry, it is not easy for another player to just come in wanting a portion of the pie. The WI requires specialized skill sets, special knowledge and extensive experience to stay competitive. It also needs very high investment especially for equipments used for processing of wine. This indirectly induces high entry cost which  is work as a barrier of for new entrants. There is also the expected retaliation faced by new entrants from existing players. Coopers together with other existing players may collaborate to deter competitors from coming in. For example, Coopers may start dropping its price and the other existing players may follow suit leading to a price war. On the whole, the force of threat of entry is low here. 4.2 Threat of Substitutes This industry faces stiff competition from not only other wineries but also from other alcoholic drinks such as beer, spirit and pre-blended mixed drinks and carbonated drinks. Product-for-product substitution is also possible should customers of Coopers decide to try out other brands/types of wine. For the health conscious, bottled water, energy drinks and natural fruit juices also provide competition. Possibility of generic substitution is also there where as customers may prefer to spend on purchasing cigarettes rather than drinking wine. Thus, there is a high force of threat of substitutes in this industry. 4.3 Threat of entry Competitive rivalry among existing firms is evident in this industry. Larger companies are acquiring smaller wine producers to monopolize the market resulting in dynamic competition amongst these companies. As the WI is at its mature stage, companies start to take market share from competitors to survive. As there are too many wine producers, adding on to the high power of buyers, companies may decide to go for price wars due to high fixed costs to gain market share. This industry has high entry and exit barriers due to the extensive capital investment and knowledge skill set needed. In addition one must have sustainable resource, as it takes several years for wine to mature. This means that industry players do not have many choices. Again this induces competition amongst them and price wars and low margins situations are likely to happen. Based on the information above, the groups came to the conclusion that the industry is Medium Attractive. 5.0 Directing 5.1 Porters Generic Competitive Strategies Using Porter generic competitive strategies, we find that Coopers has the ability to outperform its competitors by adopting a strategy of Focus Differentiation. Porter proposed that a firms competitive advantage in an industry is determined by its competitive scope – i.e., the breadth of companys target market coupled with companys unique resource (product range, distribution channels, target market etc.), For Coopers the scope of the target market is narrow. It is mainly targeting niche markets for premium wines in the wine drinking markets of Europe, US, Australia, Japan and a few emerging Far Eastern Asian markets. When targeting niche markets, the company either can go for Cost Focus or Differentiation Focus. Coopers should not be following the Cost focus strategy as NZWI compete in the high quality premium category wines. Reduction of overall cost is achievable only to a certain extent, as this industry is highly capital intensive with many inherent costs along the supply chain. Instead Coopers should concentrate either on particular market segment, or product line segment or geographic market with high growth potential or all three. By following a differentiation strategy Coopers would be able to better focus its resources capabilities to the serve the special needs of a narrow strategic target more effectively than its competitors. 5.2 Bowmans strategic clock Using Bowmans competitive strategy clock† too, Coopers falls under category 5, Focused Differentiation. This strategy is similar to the Porters generic model, which tries to provide high-perceived product benefits justifying a substantial price premium usually to a selected niche market segment. Coopers can use this strategy in new markets, by targeting sales into the same niches in more countries. While in established markets Coopers could even adopt Category 4 Differentiation –with price premium by offering better wine at the same price or by pricing it slightly higher than competitive brands in the same price bracket, to take advantage of the fact that fine quality wine will always demand a premium and at the same  promote it as premium category. (Meredith R, 2007) Cost Leadership may not be sustained for Coopers because of some of the following reason: Competitors can imitate – differentiation may not be sustainable it can easily replicated by competitors like South African or South American wine producers Bases of differentiation become less important to buyers Competing on just quality to demand high price may not be enough. For example in price conscious markets like UK, Holland and Germany, wines from South American and South were seen as better value than NZ wine Target segment can become structurally unattractive: Structure erodes This could happen for Coopers target market in US, restaurants and boutique retailers. They may form a group for centrally sourcing activities to drive down costs, somewhat similar to what happened with Tesco Supermarket Chain (UK). (Aylward, 2006) Demand disappears – there may be new research findings in future that may lead to lower consumption of wine. Or even they may be new legislation banning consumption of alcohol products in public places similar to that of smoking, which may lead to total disappearance of a target segment. From the evaluation of Coopers core competencies, the followings were recognized. Coopers is a typical entrepreneurial venture in that the founding entrepreneur, Andrew, had driven its development and growth. A critical factor of success of Coopers is Andrews ability to build relationships, within the context of an innovative and flexible approach, in order to leverage critical resources to pursue growth. Coopers strategy was based on having a carefully controlled but finite quantity of wine to sell every year. With Andrews commitment to quality, it has earned itself a relatively good reputation in the industry. From the evaluation of the KSF of the WI, the followings were recognized. Historically, the NZWI had focused on the production of premium wines, given its constrained supply, small scale, high cost structures and distinctive ‘clean and green growing conditions. Availability of consistent high quality products that has strong brand value and recognition are highly sought after and considered KSFs. 6.0 Monitoring 6.1 Wineries Both management employees of wineries play a key role and yield great power in terms of the quantity type of wine to be produced. Great deal of collaboration exists between the local wineries to share knowledge costs. 6.2 Grape growers Being key players, they control the quality and quantity of grapes grown. Many of the wineries are backward integrated by owning lands or having long-term contracts with individual producers. Power of suppliers is low. 6.3 Industry Associations Wine Organizations in NZ like Wine Institute, former Wine Guild with backing of the NZ government are very powerful. All Wineries have to take up compulsory memberships and contribute towards funding running of the organizations. These key roles of these organizations are promoting NZ wine in international markets, lobbying with foreign governments to open new markets, lowering of trade restrictions and tariffs etc. They also initiate research programmes and training for the entire industry, funded by the wineries. (Zalan T, 2005) 6.4 Consumers The final end user, this group needs to be well informed kept satisfied by providing high quality premium products with consistent quality and availability at affordable prices. Power high. 6.5 NZ Government NZ government is a key player with considerable power who has played a  pivotal role in the development of the NZWI. The government has been implementing new legislations in consultation with NZWI to meet the current market requirements. Some examples would include changes in government policy in the 1980s making it favorable for local manufacturers to export to foreign markets . (Harvard University, 2007) 6.6 Distributors, Retailers, Buyers Buyers like Supermarkets are powerful players who dictate the price type of wine stocked on shelves. WI is a buyer driven industry, where buyers hold a lot of power. 6.7 Domestic and Foreign investors This group needs the minimal amount of effort. They are satisfied as long as they get a good return on their investments. 7.0 Critical Analysis 7.1 Competitor Analysis The world WI is currently experiencing a situation of over-production. In the EU alone, it was reported by Food Drink.com that there is a surplus o f 1.5bn litres of wine, enough for every European Union citizen to take roughly four free bottles each. Millions of Euros have been spent to turn these excess wines into industrial alcohol. (All Things, 2006) The WI is a highly fragmented, with over a million wine companies around the globe. None of the firms control more than 1% of the retail sales, with top 10 players controlling 11% of the global market share (based on volume) . These industry competitors come from different wine growing countries and continents. This is especially true for Old-World Countries in Europe (France, Italy, Spain, Portugal and Germany) accounts for 60% of the world wine production and 80% of world trade . In contrast, the New-World Producers (Australia, South Africa, Argentina, Chile, USA, New Zealand) wines are more consolidated. On average these countries appear to be more structurally attractive compared to Old-World Countries. Moreover, in the last decade the industry structure has been undergoing dramatic change. There is a growing trend of consolidation. Cash flow rich alcoholic beverage  companies are investing in the WI as their own markets of beer and spirits are maturing. 7.2 Stakeholder analysis The WI being a competitive industry has a varied, vibrant and balanced group of stakeholders, with frequent and varied channels of communication. All the forces involved try to build consensus within which the primary decisions in the industry are made. 7.3 Life-Cycle Analysis We have identified Coopers to be in the phase of Mature stage in the life-cycle model. In view of its competitive conditions, we also identify there may be many competitors which are likely to resort to price-cutting strategy for volume. Therefore one of Coopers directive is to differentiate its product portfolio through leveraging on its enhance brand equity to promote customers retention and loyalty within its existing customer-based and new customer groups whilst consistently driving cost efficiency through economies of scales and innovative efficient ways of bringing cost down. (Pape E, 2007) 7.4 Positioning analysis Coopers currently enjoy relatively good brand equity amongst its market segment. To infuse the same branding principle across distinctive first label allows them to capitalize on its already successful branding strategy, further maximizing the returns of their marketing investment especially for the second label. 7.5 Value chain analysis Through new ways of doing things such as possible bottling in import markets to reduce shipping costs, backward integration either through ownership or long term leasing with good quality of vineyards across NZ and beyond, could potentially reduce their overall cost per unit yet enabling them to utilize cost advantage strategy to expand the perceived value for the brand. 7.6 Business profile analysis This growth strategy do not require a complete reinvention of wheels, it  capitalizes on the existing goals and values of the group, its resources and capabilities, its structure and management systems and its industry environment to further produce enhanced features and products thus major increase in expenditures is not expected, instead an increase in financial perform is forecasted due to the additional opportunities from new market penetration. (Heijbroeck, 2003) 8.0 Recommendations: 1.The expansion of the cooper’s creek network of export markets and the development of second labels. These second label wines could generally be sold at lower prices thus protecting the price status of the Coopers Creek labels but gaining extra sales volume for the company. In most cases the second labels will sell through different distributors. 2.The above strategy will also help with over reliance on a few key distributors. In the case of the rapidly growing US market, coopers creeks have not appointed one exclusive national importer. Instead they will sell to some 20 independent importer/distributors in different states either by direct shipment from the winery or out of a warehouse in California. This will ensure the company doesn’t become a victim of the rationalisation of a large importers or distributors catalogue of wines carried. (Kogut B, 2006) 3.The steady acquisition of control of the vineyards producing their best grapes. That has taken the form of either complete acquisition by purchase, long term leases or the establishment of joint ventures with the vineyards under cooper creek’s management and tied up under long term supply contracts. In the last two years they have purchased three vineyards, leased one and entered one joint venture with an existing contract grape grower. They are currently looking at two further existing vineyards with a view to purchase or lease. 4.Continue to produce consistently high-quality products. 5. Maintain and increase its brand equity and recognition as a premium wine producer. 6.Establish international supply management to facilitate its global market operations. 7.Maintain or improve its already good relationships with stakeholders. 8. Ensure there is cost efficiency in its operations so as to maximise profit with minimum cost. 9.Last but not least, continue innovating in terms of its product and marketing. †¢Current  turnover is NZ$5.5M †¢Current production is at 1100tonnes per year (approx 85,000 cases) and aiming to be 1800tonnes by 2008 †¢They should purchase more of their own vineyards in the Hawkes Bay region in the last few years which would prove beneficial to them. †¢They should increase production of Pinot Noir which is one of their best vineyards by 400% and this will become a feature varietals alongside Sauvignon Blanc and Chardonnay for the future †¢All wine is made on site at their Auckland vineyard. On site facilities include Cellar door tasting room and retail shop, Plant buildings (tanks) and bottling line, warehouse and barrel store, landscaped gardens with picnic areas and children’s playground. (Johnson, 2005) A cellar/courtyard wine bar will open for lunches and private group bookings late 2003. Plans have been drawn up for a cafà ©/function centre but as yet no time frame as to when maybe initiated, which should be implemented soon. (Nielson A, 2006) 9.0 Conclusion It can be concluded, the NZWI is still considered to be at an early maturity phase of its lifecycle, as evidenced by a small number of takeovers and increasing concentration. As the industry matures, there is a need for NZ wine producers to retain focus on quality, differentiated products, while holding their premium price position. In addition, they need to play to their strengths in white wines and introduce more red wines into their portfolio. (Ghoshal S, 2007) As a company, Coopers needs to realize the trend toward deteriorating industry profitability is a constant threat in mature industries. As rivalry encourages overinvestment in capacity, international competition increases, and as differentiation is undermined by commoditization, attaining a competitive advantage becomes essential to achieving positive economic profits. Cost is the overwhelmingly important key success factor in most mature industries and three cost drivers tend to be especially important: Economies of scale, low-cost inputs and low overheads. Cost efficiency in mature industries is rarely a basis for sustainable  competitive advantage; it is typically a requirement for survival. Deteriorating performance among mature companies typically triggers the adoption of turnaround strategies, of which the company must choose the most suitable one for its profile. Coopers have so far maneuvered its way past the many problems that plague other producers. However, more emphasis might be needed in terms of differentiating itself from the other NZ brands. It would have to build on its brand equity, and continue to leverage on Andrews contact network. Most importantly, the establishment of a succession-planning project would also has to be included in future strategic plans so that the company will continue to prosper should Andrew decide to depart or retire. (Robbins S, 2006) 10.0 BIBLIOGRAPHY: 1. (Johnson, 2005) Johnson, Scholes Whittington , Exploring Corporate Strategy, Prentice Hall, 2005 2. (Porter M, 2001) Porter Michael E., The Competitive Advantages of Nations, The Macmillan Press Ltd., 2001 3. (Wheelen, 2006) Wheelen, Thomas L. and Hunger, David J., Strategic Management and Business Policy, Prentice Hall, 2006 4. (Grant R, 2005) Grant, Robert M., Contemporary Strategy Analysis, Blackwell Publishing, 2005 5. (Read C, 2006) Read, Charlotte, Stakeholder Consensus Marketing. An explanatory national competitivess model for the New Zealand Wine Industry, September 2, 2006 6. (All Things, 2006) All Things Considered. Washington D.C., Global Warming Endangers California Wine Industry, December 5, 2006 7. (Times of India,2007) India plans duty cuts on wine, spirits, http://timesofindia.indiatimes.com/NEWS/India_Business/India_plans_duty_cuts_on_wine_spirits/articleshow/1897262.cms, April 12 2007 8. (Pape E, 2007) Pape E., Bordeaux Meets Beijing; Chinas eager oenophiles are reviving the flagging French Wine Industry, Newsweek, April 16, 2007 9. (Meredith R, 2007) Meredith, R. and Hoppough, S., Why Globalization Is Good, Forbes, New York, April 16, 2007 10. (Aylward, 2006) Aylward, D. K. and Glynn, J., SME Innovation within the Australian Wine Industry: A Cluster Analysis, 2006 11. (Smith J, 2006) Smith, J.M, The e-Commerce Pendulum, Brandweek, September 18, 2006 12. (Pape, 2007) Pape, Eric Vineyards on the move Newsweek, April 2007 13. (Nielson A, 2006) Nielson, A., Harvard Journal of Law and Public Policy, Vol.29, Iss 2, Spring 2006 14. (Asimov E, 2005) Asimov, E., New York Times. (Late Edition (East Coast). New York, N.Y., August 31, 2005 15. (Zalan T, 2005) Zalan, T., Global, Local or Semi-Global? The Case of the Wine Industry, Australian Centre for International Business, Working Paper, No. 6, August 2005 16. (Heijbroeck, 2003) Heijbroeck, Arend M.A., Consequences of the globalization in the wine industry, Report made by Rabobank International, Symposium International, October 8 2003 17. (Ghoshal S, 2007) Ghoshal, S, Global strategy: An organizing framework. Strategic, Management Journal 8, 2007 18. (Kogut B, 2006) Kogut, B., Designing global strategies: Comparative and competitive value-added Chains, Sloan Management Review (Summer), 2006 19. (Porter M, 2004) Porter, M. E.,Clusters and the new economics of competition, Harvard Business Review, November-December 2004 20. (Harvard University, 2007) How Competitive Forces Shape Strategy. Harvard Business Review, March-April 2007 22. (Slater S, 2002) Slater S. Malcolm, Michael Porter. Notes on Diversification As a Strategy. Harvard School Publishing, 2002 23. (Slater F, 2002) Slater F. Stanley, Olson. Eric, A Fresh Look at Industry and Market Analysis, Business Horizons. Kelly School of Publishing, January-February 2002. 24. (New Zealand Growers, 2006) New Zealand Wine Growers Research Committee, Research Development Strategic Plan, December 2006 25. (Robinson J, 2008) Robinson, Jancis, The Fast-Changing World Of Wine, http://www.sifst.org.sg/pdf/article-thefastchanging.htm. 26. (Robbins S, 2006) Robbins S., Bergman, R., Stagg, I. Coulter, M. @006, Management, 4th Edition, Prentice Hall, Sydney. 27. (Study Guide, 2008) Foundations od Management Study Guide 2008, Southern Cross University.

Ihrm In The Multinational Context Today Commerce Essay

Ihrm In The Multinational Context Today Commerce Essay The back bone of an organization is its human resource management thus within an organization HRM activities include human resource planning, staffing, performance management, Training and development, compensation and benefits, Industrial relations. Having these things in hand HRM then walks in to International with IHRM. The class discussion was lead under the main topics of Defining key IHRM terms (HRM, IHRM, HCN, PCN, TCN, Expatriates and impetrates) which gave me a broader understanding on the basis of what IHRM really meant. The lecture further explained on review expatriate management evolution which gave us the understanding of the review trends in the international management. Then the discussion moved in to understanding the difference between domestic and international HRM, the functions and the differences these two has was then clearly brought out with examples. Then the discussion linked in to discovering the increase complexity and potential challengers of current IHRM. The importance of the topics guided me to think critically on how it could be implemented to the work place performance. Having being able to use the knowledge what I learnt in class at my work place gave me a real life experience. Learning outcome of the increased travels, advancement of global technology telecommunication, the rapid development of new technologies, the impacts of free trade, the effectiveness of new education system further helped me to advance my knowledge in IHRM context. Learning of global village lead me in further search on new market performance when a company is thinking global and it helped me to significantly comprehend when I need to converge with global lifestyle and values during my performance at my work place. Most importantly at the use of E- Commerce to lower the cost being business globally helped me when I had to communicate with the upstream customers in negotiation on purchasing products. When working in a multinational company IHRM can be implemented in many ways thus it would implemented to my work by assisting me when I need a broader perspectives on curtain things. When handling the boarder external influences this would be very important. I will also be exposing to risks in the field and this knowledge would enhance me with what I have to do when an IHRM issue comes up. In analysis the learning outcome of the session brought out a vast knowledge in IHRM mainly focusing on the IHRM in the multinational context. The inter relationship in approaching to the field with the idea of domestic and international IHRM brought out a very argumentative yet very interesting points and examples to prove the importance of it as a whole. 3.0 Cultural differences Sri Lanka is a country which is originated from a collectivist culture however the counties culture has now evolved more in to individualistic subcultures which had become more powerful in certain cities i.e. Colombo compared to Anuradhapura. The cultural dimensions in a country has a greater impact when discussing, the focusing on the individualism vs. collectivism, power distance, short term vs. long term orientation, uncertainty avoidance, masculinity and femminity. (Hofsted) The video which was showed to us in class on Saudi women and their ability to educate themselves cleared us on that they have their own freedom to learn, Islamic word explains it to everyone. The discussion then moved to understanding limited dimensions as a critical analysis and brought out the fact that conquering nature is an approach to certain societies which lead to an interesting argument on how nature can bring out different dimensions. Then the atmosphere of the class turned in to an exciting point where counter agreements came up with general beliefs and how it deprives with trust. I.e. when the society is driven as being bad it is a good opportunity for the lawyers to succeed. The discussion further evolved around how Japaneses people around the world has more respect to the history of them and how people believe that they are more trustworthy. Understanding of different cultural dimensions in IHRM context helped me significantly as I had to communicate and make purchases from different cultured individuals around the world at my work place. Knowing from what country that supplier comes from and what context he belongs to I can adjust the way I think when dealing. I now have an understanding on the cultural differences globally and it helps me to respect each culture as it is a crucial thing in culture. My broader perspective helps me to make a difference in day to day work place performance. In analysis the overall cultural differences which are unique to each country brought up the idea that it is significant when communicating and making agreements globally and how human nature would effect to the overall outcome of the company cultural perspective. 4.0 The organizational context This weeks lecture was based on organizational context and the class discussion went ahead relating to a case study on how Chinese companies work in western counties. Then we discussed on how the global matrix structure coordination and corporation is highly needed in an organization. Then the organizational context as a whole was discussed with regard to the path to the global status. Then the class argued on how does a networked organization bring strength and good will to a company and the answer was with a lot of understanding and negotiation companies can differentiate work, responsibilities and authorize them across the network subsidiaries only then a company could cherish its strengths and good will. Controlled mechanism was then added in to the discussion to see how the formal and informal mechanisms within the organization coordinately function when going global. Global area division structure became the next sub topic conversation in relation to how it is geographically implemented in the organizational context i.e. within these structures political problems occurs turf battle is one of those on which colleagues fight on who get the opportunity first and on the contrarily when a hot issue comes along nobody will be waiting to take it which will cost in loss of accountability. The discussion became very interesting as I could relate some of my work experience to the debate as I know that having a good knowledge of the organizational context I can make decisions which could bring profit to the organization. This would further enhance on my experience when I relate what I have learnt in class without any issue. Having a good understanding on the organizational context it is easy for me to avoid risky situations where I might end up doing something that would ruin the image of the organization and my skill level. In my point of view I believe that understanding on the organizational context is very important to a business personal as they should be trained to face any problems within the organization through such a thing. The structural responses to international growth, Control and coordination mechanisms, including cultural control and effect of responses on human resource management approaches and activities had critically analyzed on how the organizational context should be functioning. 5.0 HRM in the Host Country Context International human resource management has become one of the most important subjects in the degree as it had brought many of us the intelligence of how to deal with human resources when working in a subsidiary. The class discussion took off with describing the Standardisation and localisation of HRM practices,Factors driving these, Retaining, developing and retrenching local staff, The HR implications of language standardisation and Monitoring the HR practices used by intl subcontractors. The hamlets question standardize or not to standardize HRM? Was put across to the students to argue by bringing up their own justifications. As Mr. Chandana would always recommend the students to do so. He expects us to answer with deep understanding of the broader perspective. The breakdown of IHRM was then elaborated to us with its segments of Host country, parent country and third country nationals. When elaborating the Host country national HSBC (the worlds local bank) can be taken as an example where HSBC practice a standardized culture as a host country company. This is done in order to capture the market within a shorter period of time. Uniliver is another company which would use the localization aspect when it comes to marketing as they bring out the village atmosphere in most of their advertisements. Nestle however stands at standardization in marketing methods. The strategy most of the foreign company s uses to get close to the host country is by getting along with their culture and lifestyles i.e. HSBC. Thus it will lead a very strong business relationship among the country and the company as well as the parent country. In contrary at some point even though they make it visible to the out sides that they are using the customs in with the host county culture, It comes out otherwise when they malpractice cultural values. Then standardization vs. Localization took in to discussion making everyone speak up of their own view. Where everyone understood that companies go through various marketing campaigns to localize their product yet keep the internal culture standardizes i.e. the dress code, believes of standard charted bank is standardized all over the country The best part being a student of Mr. Chandana Kumara is that for every answer or argument we come up with we are presented with some marks. This motivates a lot of students and at the same time it helps the students to understand on the topic much more clearer than when he just teach the subject. When foreign companies start recruiting the local human resource they would first mold the local the way they want this is done so that they can practice the same policys around the world, It will further help them and to us to make the decision making process easier. This is done in order to retain and develop the person as well as the organization. Furthermore we were asked to come up with what extend the localization is imposed and to what extend the standardization is imposed. It is a must for a HRM to support the corporate Operations and HRM should go line in line and to an extend both localization and globalization should go in order to retain the market leadership. Thus its the only way to have a successful approach. Companies move in to villages as a strategic objective i.e. HNB gami pubudu. Branch managers being recruited with different criterias. I.e. Salary, expertise and culture. HR has described on 5 s, quality circle, 6 sigma. (High quality products) Sunlight is another global product where global products being localized has brought out significantly. It was truly a privilege to have being in the class as I have learnt a lot out of it and at the work place I saw certain things that can be implemented and this discussion helped me to understand the process and way . The overall class has knowledge and we believe that Mr. chandana has done a very great job. In the analysis of the days session we can now come to a conclusion that even though a company can stay standardizes it is essential for them to look in to Host-country culture workplace environment in regard to Mode of operation, involved Size and maturity of the firm, Relative importance of the subsidiary. Only then a successful host country context can be seen through a company. 6.0 Sustaining International Business Operations and staffing As a full time working student Thursday nights seem to be long but the moment I step in to the class our lecture pitch a high note. This had always being a wakeup call for me. Thus the discussion took in to place and this time its quite different as Staffing approaches, Reasons for Intl assignment, Types of intl assignments, Role of expatriate, non-expatriates and corporate HR took off and I loved it because I can imagine what is happening at my work place and relate it to the lecture. As Mr. Chandana would say relate my lectures to real life experience The discussion took lead with understanding PCN (Expatriates) to understand the talent available from them impact to the performance of the organisation and how it could be of use to greater control over the others. PCNs could bring alot of company experience and their special talent of mobility has a greater impact in the organisation. On the other hand this could be looked in to as experience provided to corporate executives. I.e. The CEO at Ceylon Tobacco Company is British and he is an expatriate who has given a task from the British American Tobacco company. Working with him at CTC has made me understand the true nature of an expat the way he behaves and the way he relates to the company culture is just the right experience I get. Speaking of HCN (Locals) it is quite a different approach as they would know what is happening in the culture aspect preference aspect and the intimate knowledge of the environment. They would be masters in language skills to make the company perform w ell when working with HCNs and TCNs. Our supply chain director is from Bangladesh and he is the best example I could find for a TCN he has Broad experience as he worked in Pakistan Tobacco Company and now working at Ceylon Tobacco Company with a broader perspective in international outlook, multilingualism. The discussion then moved to factors affecting approaches of staffing which elaborated on Ethnocentric, Polycentric, Geocentric and Regiocentric which focuses on positioning subsidiaries. The reasons for international assignments was then taken in to consideration with regard to Position filling, Management development and Organizational development , when an expatriate is working in an organization to full fill above reasons they would also undergo mental stress as Home and family issues frequent absences , Work arrangements domestic side of position still has to be attended to, Travel logistics waiting in airports, etc., Health concerns poor diet, lack of sleep, etc. and Host culture issues limited cultural training come in to action. The role of expatriates differ vasty when compared to the role of non expatriates who do not relocate to another country, the only reason they would go to another country is for business meetings and periodic visits to foreign operations , so the stress level is less. Therefore we can now understand the importance of expatriates in a sustaining international business operation as his unique effort of playing different roles Agent of direct control, Agent of socialization, Network builder, Boundary spanner, Language node and Transfer of competence and knowledge leads the company to a better passion in the global market situation. According to Charles M. Vance (2006) as with all other management decisions and practices, global staffing should be linked to the overall strategy and the objective of the multinational enterprises. These strategies and objectives are of cause influenced by and set within the context of overall business environment. This weeks lecture was an interesting and a important leasson about recruiting staff for international assignments. working and exposing my self in a forign country as an employee will give me a different experience rather than being a tourist. Working in a alian soil wont be a simple task due to the culture, demographic, social interfierences and the mantality has to compete with their environment. according to Dessler (2003) he has identified five important personalities that would need to be considered when selecting a manager for a foreign assignment they are job knowledge and motivation, relational skills, flexibility, extra cultural openness and finally family situation. If we consider Desslers points almost all the recruits have an idea about the job they also motivated and they also have relational skills but most of them dont have flexibility in the sense they cant adjust to the alien environment. Also most of the recruits go through a cultural shock which almost led them to withdraw for the host country. And finally the family situations, as we all are from the Asian region; we belong to a collectivist cultural dimension we expect and like to live with the family and be a part of it. Especially when it comes to a females perspective unlike the western world most of the Asian women are married and committed to their family and children, in a situation like this most of Asian woman will be reluctant to take the opportunity even its a better offer or else they make an early return. Mr. Chandana also explained the above mentored criterias also can be known as expatriate failure. He also mentioned most of all cultural shock plays important role in expatriate failure. Cultural shock also can turn a good employee to a worst employee. Also he explained how some employees adjust themselves with the culture and overcome the situation. Basically in a phase on cultural adjustment there are four stages, those are entering the culture, facing the cultural shock, accepting or exiting the culture, adjusting to the host culture. By reviewing the class discussion I understood when a company selects its employee on a foreign recruitment it has to spend fair amount of time in selecting the correct candidate also they have to take some counter measures like training the candidate properly and making awareness of the host culture and the job specification. By taking these counter actions the company can increase in its productivity and efficiency. As a conclusions from this discussion I learnt how important is to select a proper candidate for an international assignment. Also as an IHRM student I understand the importance of knowing the alien culture and work environment and adjust to accomplish my goals and to do a better job. 7.0 Training and Development The lecture took off at 6.00pm and everyone is ready for another session of arguments examples and real life experience stories. This weeks lecture was based on Training and developing the individuals who falls under International Human Resource management. We were thus made to understand that within a global market more firms are focusing on human resources as a critical part of their competence and as a source of competitive advantage. In order to do so a firm must focus on the Role of expatriate training, Components of effective pre-departure programs, The effectiveness of pre-departure program, Developing staff though intl assignment and Trends in Training and development. In order to develop the Human resource a company must focus on Expatriate orientation, Cross-cultural training and Development of global managers. The firms originally use expatriates as trainers because they show how system and procedures work and they would monitor the performance of (HCN). We were thus enlightened on that the use of job rotation is a form of management development. The training is done to have a better skilled manager whom is capable of developing with various procedures. Before going in to training programs the trainers undergo training mainly on cultural awareness and language skills furthermore for successful cross cultural Intercultural business skills are highlighted and looked in to with greater concern and also making them understand the cultural variations for those with regional responsibilities. Reflective my learning to my work experience our supply chain director Mr. Khalid is always full of questions. The moment we step in to quotation committee meetings he would unfold his set of questions making all of us very uncomfortable but the learning at class has now made me understand that they are trained to put across such questions in order to showcase their global managerial skills. His experience in other country operations speaks through his questions and it is important for him to ask them and make everyone understand what to be inquired before purchasing a product i.e. the country of origin, The make , the brand , the part number why is it cheaper in India than china etc in regard to a machine . IHRM had made me feel that I am not a fresher to the multinational world as now I understand why certain managers behave that way and why they would question such things and so on. Thus I can happily say that the discussion at class are very effective as it made me understand the real concepts behind training and developing an individual in order to make him a successful global manager . 8.0 Performance management Its Thursday again and I am ready to learn IHRM, listening to all arguments justifications broader perspectives and so on. A class a session a time period full of hot arguments and explanations. This weeks discussion was based on the differences between performance appraisal, performance evaluation and the broader perspective of Performance management. Re entry and career issues were discussed along with this Performance appraisal is used to evaluate the output of the behavior of an individual within a company A format is sketched in order to showcase the way in which appraisal is conducted Difference appraisals could come in with appraising with different languages i.e. English is spoken with different accents/ pronunciations. According to the performance the company will decide whether to keep a specific individual or not. However the performance appraisal has its drawbacks too since it is capable of demotivating individuals. This happens if performance appraisal is used in a wrong country context the employees will suffer due to the fact that they are demotivated with evaluation of their own behavior. However using the correct format one can overcome this situation. The discussion thus moved in to Factors which makes the Performance evaluation critical. I.e. Culture of an organization the Language they use in day to day work environment, the format they follow in the work area and the specific believes the company has from years. Taking Performance appraisal discussion with regard PCN s and HCN s I came to the understanding of that they will be affected when the format changes according to the TCN s further in to consideration how we understand the emotional attitude of them is by understanding who gets appraised and who matters. Then we moved on to discuss on the concepts of whole Vs part. whole is when the company is taking decision as a whole which will give them a long term perspective and Part is when the company is taking subsidiary dictions as a part which will give the company a short term perspective Dowling Welch (2004) However when performance appraisal comes in to action the performance management can be used when evaluating. If this is such you cannot expect a good evaluation. In this factor year on year increase and decrease is not relevant Substitutes are made open to make yourself felt to your clients. You can get company information then it is possible to learn the strengths weaknesses of the competitors as well as the customer behavior even though it wont give a financial contribution. In performance network the contribution of the substitutes are not handling in good grounds when compared to other subsititiues i.e. Airtel being expand to Sri Lanka they are still running at a loss for 5 years. This how ever could be a different strategic approach, in order to research the market For my account this information has helped enormously as a trainee at a multinational company my performance has also being evaluated to see who can do better and who has the capacity in doing a project and what is the limit I could go at a stretch. The discussion in class assists me in a greater perspective as I can understand how the performance appraisal and performance evaluation is done with regard to performance management Therefore Performance management is a combination of individual performance and subsidiary performance and the outcome could motivate or demotivate an individual of an organization and it would also give the current status of a company 9.0 Re-entry and Career Issues This weeks discussion was in relate to re entry and career issues in IHRM and MR. Chandana began to explain that the expatriate process also includes repatriation which is the activity of bringing the expatriate back to the home country . This process needs careful management as re entering in to a country and to an organization is not as easy as it seems. As global managers it is with great difficulty they struggle to settle down in their assigned country and when returning they will have to face culture shock again for what they have missed while they were away. It is very challenging for them to re enter as they would face the reverse culture shock this will also lead some individuals to exit the company. If an expatriate need to repatriate first he needs to prepare himself by developing plans for the future and gathering information about the new position however if this is done accordingly he would have a less cultural difficulties when adjusting back. We were them made to under stand that physical relocation, Transition and readjustment are some of the crucial aspects a repatriate should look in to. Say the repatriate adjusted to the culture of the home country again but he will again face career issues when he needs to look for a job to settle down. He will thus have a career anxiety which post will he be assigned to do will he get the same job back or will he get a lesser position and will his experience be enough to compete with others repatriates. In reflection the same scenario is being evident at my work place our production manager just returned from his foreign assignment and he is yet again starting to readjust himself with the company culture and etiquettes. According to him what he misses most is coming to work from home and going back to his family every day. The understanding I got through this discussion further enhanced me in with what kind of procedure a repatriate would go through before completely feeling home again. The language the customers which were away for a long time is now right there in front of him and he still cannot practice them as he is taking time to readjust. When analyzing on repatriation it is necessary to understand that in IHRM it is a must to take up such challengers as it brings positive aspects to an individual in both financially and also in career wise. The experience an expatriate gets cannot be compared with the person who had not begin assigned to such operations. However in order to help the repatriates to settle down in the home country they should be given counselling, their family also should go through counselling and it is important for them to have a family repatriate programmes. If such necessary actions are taken in to consideration settling a repatriate will not take such a long time. 10.0 Compensation This week the lecture is all about money, as for all I am also an employee at a multination company I was excited about the lecture today. Thats because the subject is mainly based on how a compensation package is made, what are the elements that must include init and the problem which occurs when selecting a proper compensation package. As we all know while working for a firm a good employee will expect a reasonable compensation from the employer. When preparing the compensation package the HRM manager has to consider many things mainly how it has to be, what are the benefits it must include and whom it will be most suitable for ?, are like some of the main questions to clarify at the first step. When we consider the situation as an international compensation package a HRM manager must understand the environment before preparing. When a company recruits an employee from a foreign country or sending someone to a foreign country, the HRM managers job is to find out some basic elements such as inflation, life style, cost of living, taxations, currency value and mainly the housing and education costs if the employee have any family. Mr. Chandana very clearly explained this point and also spotted us how to overcome this situation by arranging multiple paying schemes, compensating in multiple currencies, multiple taxations schemes and multiple expatriate benefits. When selecting a compensation package it should be always designed wisely, as an example the CEO at C.T.C is an Englishman though hes working for Sri Lankan Tobacco Corporation hes been paid according to their compensation system while all the other employees are paid according to the Sri Lankan system. By this I understood the company has managed to fulfill the employee interests. Also its very important to consider how the compensation package meets certain objectives that will motivate the employee to move to the host county. This can be covered by giving an incentive which will make the employee to consider the opportunity also considering to full filling family and other needs and facilitating them on their re entry. When considering compensation there are two well recognized approaches one is going rate approach the other one is the balance sheet approach. As we all know, these methods hold its own advantages and disadvantages. In order to simplify the methods the company can also follow an international compensation method which will include the base compensation, this consists of salary, benefits and other need depending on the job requirement. This can be added with more benefits or can be deducted according to the companies prospective with the addition of incentive components and equalities adjustments. By adding up these two components its always easy to satisfy an employee. As the final conclusion of this chapter I learnt how a HRM manager prepares the compensation packages for their recruits. I also understood when a employee is selected for a operation like this, the responsibility is high, risky and important, because not all the employees gets a chance like that. Also I understood satisfying both the employee and the employer can be tough job for the HRM manager. 11.0 Business Etiquette Social Custom It is the final day of interesting IHRM lectures and the interesting arguments, IHRM related stories will come to an end. However to make the last class interesting the lesson played a huge role Business etiquette and social customs was explained in class with interesting examples of food fashion and lifestyle one would face in different cultures Manners and behavior considered acceptable in social and business situations (Dowling Welch, 2009) this is what business etiquette Social custom means from the authors point of view. However Business etiquettes and social customers can be further elaborated under believes values and the way people think in certain cultures. This lesson became more interesting as Mr. Chandana showed us a video of how culture can affect different personal globally. Having a basic idea of culture from a previous semester as I learnt cultural framework through a counties point of view. The discussion at this lecture made me clear out doubts and clearly understands on some of the concepts. The learning on netiquettes the electronic communication techniques further added on to the intriguing aspect of the discussion. The verbal expression and non verbal expression made me understand that when dealing with suppliers at work premises I should follow the same instructions in order to retain and attract more suppliers. The discussion also helped me to understand the high context and low context cultural aspect when dealing with expatriates in my working place. In analysis I believe that if a business ind