Performance Management

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Performance Development PlanDeveloping employee performance furthers the mission of an organization and enhances the overall quality of the workforce within the company, by promoting a climate of continuous learning and professional growth; helping to sustain employee performance at a level which meets or exceeds expectations; enhancing job or career-related skills, knowledge and experience; enabling the employee to keep abreast of changes in the work environment and respective fields; making employee competitive for employment opportunities within the company; promoting affirmative action objectives; and motivating the employee.Performance development plans, in my opinion, must be considered at each stage of the performance management process.An important component of the performance management process is the development of the employee's work related skills, knowledge and experience. The development process must offer another opportunity for us and our employees to work collaboratively to improve or build on employee's performance and to contribute to the organizational effectiveness.

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Some of the essential reasons to be established in today's rapidly changing work place are development of employee skills, knowledge, and experience; monitoring employee's awareness of company's objectives, policies and procedures; pursuing employee satisfaction through recognition; promoting guest satisfaction and monitoring its levels; establishing clear and affective communication; having a hands-on awareness of revenue control; making sure the work environment is safe and free of hazards; promoting continual job knowledge updates; monitoring initiative, displays of attitude and cooperationIn order for our organization to remain competitive and stand true to our mission and our reputation for excellence, employees should have up-to-the-minute information and the ability to use new technologies, adapt to organizational change, work in a cross-functional training environment and work effectively in teams and other collaborative situations. We must recognize that it is essential for our employees to continue to learn so that they will be effective in their current job, able to move into other positions, or accept new responsibilities as circumstances demand.

Achievement Plan and Timeline General HR Issues Awareness Knowledge of applicable policy Proper documentation completed HR involvement as appropriateAs a new supervisor, my first step toward general HR issues is to become aware of all applicable policies and procedures, proper documentation and needed HR involvement as appropriate. This will be achieved by the following. A thorough review of the operations manual Establishing a working relationship with the HR Department Seeking assistance from my supervisors, peers and shift assistsThe progress of this goal will be documented timely via email to management and will be achieved by the end of the third quarter. To improve employee awareness of general HR policies and procedures, I will implement a weekly communiqu to all employees via email with a hard copy posted to the employee notice board.  Will rate the quality of work by reviewing all error reports and will coach employees accordinglyFor timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Employee Discipline Employee awareness of policies Identification of violation Specific corrective action Proper documentationIt is sometimes difficult to provide feedback to an employee who is not performing as expected as one has a temptation to avoid a potentially confrontational situation. A poor performing employee may not be aware of the short-comings in their performance. By focusing the conversation on the desired results rather than the perceived employee's short-comings, we will improve the chances of a positive performance enhancement which benefits the employee as well as the company.I will implement the following interview process defined as "Disciplinary One-on- One".

1. Present the purpose of the meeting

. Make employee aware of the violation

. Describe the unsatisfactory behavior

4. Encourage employee's feedback by asking open-ended questions

to fully understand employee's behavior5. Describe consequences of the continued behavior6. Relay actions required by specific date7. Summarize the interview8. Set a follow up date for review. Close the meeting The above one-on-one meetings will be held as necessary and appropriate.Once the "Disciplinary One-on-One" is concluded, the employee file will be updated accordingly and a copy sent to operations supervisor. These employee disciplinary interviews will cover, but is not limited to tardiness, abuse of break times, non-adherence to dress code, relationship with fellow employees and insubordination.All related disciplinary actions will be taken in accordance with the HR and Operations policies and procedures. For timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Employee Performance Appraisal Communicate clear expectations Observations of and feedback to employees throughout the year Documentation Free of grammar and spelling errors (minimal editing required) Use fully acceptable low as the baseline Involve team leaders/accountability A candid and just performance appraisal is a result of clearly communicated expectations and accountability based on the job description, giving an employee the opportunity to give their observations and feedback and documenting employee's performance in a timely manner. I have already established a one-on-one meeting with all assigned employees. This one-on-one meeting is designed to help facilitate a smooth and effective performance review. The interview is being held in a relaxed informal atmosphere where a job description is relayed and reviewed within company guidelines. The employee is given the opportunity to assess his/her performance first. I make sure that the interview covers key areas of job, standards and priorities, stressing the points where improvement is needed and discuss any future training needs and development. I also make sure that at least one observation per month is documented for each shift assist, lead and general duty personnel assigned to me. Furthermore, prior to this one-on-one appraisal meeting, all files are being reviewed along with acquiring a feedback on the specific employees from leads and GDs to assess the performance level.To achieve this established goal, all assigned PSAs will be met with tri-annually to have a one-on-one meeting. All assigned Shift Assists, Leads and General Duty personnel will be met with on a quarterly basis. For timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Employee Morale A pleasant, clean, and safe work environment Fun atmosphere Motivational programsEmployee satisfaction or lack of it, hinges on a productive fulfilling relationship between staff and management. The success of any organization depends on staff members who enjoy their jobs and achieve rewards by their efforts. Satisfied employees will shine.The costs associated with low employee morale can be calculated by looking at the expenses associated with decreased productivity, employee turn-over and unproductive time spent gossiping and complaining to coworkers. Before developing a highly motivated environment, I will be looking for the following symptoms of low employee morale.  A thorough review of each employee's attendance and punctuality  A review of conflict among employees Complaints about seemingly insignificant issues Turnover, either voluntary or involuntary Insubordination Decreased productivity Disorganized and unkempt work place environment Related guest complaints and conflictsThe timeline for the above is the end of the second quarter.Once the above analysis is complete, the following will be implemented. Implement an employee satisfaction survey Recognize self-motivated employees Confirm all employees have tools, resources and information to perform their job Arrange carry-in dinners Weekly motivational postings on notice board Once a month outstanding employee will choose a supervisor to work in his place for two hours Writing thank you notes of recognition to employees for "A Job Well Done"The timeline for the above is currently implemented. Establish an "Out to Dinner" award program for employees going above and beyond Establish "A Night at the Movies" for those employees going above and beyondThe timeline for the above will be based upon management approval.

Achievement Plan and Timeline Guest Satisfaction Official guest complaints are minimal Compliments are received All parking areas are ascetically pleasingOne must remember that Guest Satisfaction is not a department, it is an attitude. Parking Operations is a service industry business whereby it is difficult to measure guest satisfaction due to the somewhat intangible nature of the service rendered. To achieve a satisfied guest experience, the following will be implemented.  Employees will be coached and tested on different aspects of their job Employees will be tested by direct questions of procedures on different aspects of their jobs Employees will be encouraged to communicate less but effectively With the diversity of ethnic backgrounds we are faced with, I believe employees are being encouraged to communicate with our guests without specific direction, which is resulting in more complaints.  I will be preparing an effective communication manual specifically designed for our business with the help of Donna Reynolds. Our employees will be made aware of the need of a speedy transaction. This will be achieved by one of the motivational rewards for the most transactions completed in a period of one month with least number of errors. An ongoing coaching via email and notice board posting relating to our guest needs will be implemented. I will make sure that employees are informed of all new policy changes and promotions. As guest dissatisfaction can be contributed to malfunction of equipment, a timely evaluation of equipment performance will be implemented weekly. A weekly inspection of all parking facilities will be implemented to insure the safety and ascetically pleasing environment. All first line supervisors will be made accountable for the performance of PSAs.For timeline on the above, see timeline chart at the end of the proposal Will be completed by the end of the second quarter.

Achievement Plan and Timeline Communications Concise, error-free reports Effective working relationships with other airport sections and contractors Effective communications with subordinates, peers, and superiors Ability to prepare and deliver polished presentations tailored to the audience Know what communications are expectedIt is important to understand how to effectively deal with subordinates, peers and superiors. The workplace climate can be very challenging. To overcome some of these problems, I will make every possible effort to be abreast of the numerous laws and regulations affecting the daily operation. I will endeavor to understand the causes and be prepared to deal with relating to employee morale, motivation, employee conflict, absenteeism, turnover, and low employee productivity. Some of the steps I will follow to make myself an effective supervisor are outlined below. Communication will be on a timely basis within the guidelines of company's policies and procedures I will continue to communicate in an clear, effective and concise manner with staff I will make sure all meetings are focused on one issue at a time Required reports will be presented in a timely, concise, and error-free manner I will make every effort to keep in touch with all other airport departments and their managers and supervisors affecting airport parking operations I will continue to communicate with employees and other departments of the airport using the right questions, as not asking the right question can be costly I will use positive critiques focused on actual behavior, not the person My communication will always be based on planned and rehearsed subject matter All communications will be properly documented for ease of follow up in an organized manner I will increase the use of direct email system to all parking operations employees, peers and superiors Regular informal meetings with Leads and PSAs will be established via plaza time. A good amount of time will be focused on listening

Achievement Plan and Timeline Revenue Control Understanding of revenue control responsibilities Demonstrated ability to use available tools Random reviews for complianceBeing a new kid on the block, I am currently aware of the basics of the revenue control policies and procedures. The following will be implemented to insure complete awareness of Revenue Control. I will continue to educate myself on all procedures and policies dealing with revenue control with the aspect of employees working in that department and their role, employees generating the revenue and their role, and finally the expectations of the airport boardThe above timeline will be accomplished by the end of the first quarter. I will make certain that all related documentation regarding revenue control is precise and error-free Revenue control will be a part of my quarterly one-on-one meetings with the parking operations employees I will establish a random check and review to insure compliance of revenue policies, procedures and reporting on a weekly basis I will make every effort to reduce overages and shortages in this department Employees falling short of any revenue policies and procedures will be coached as necessary Frequent spot checks will be established Class changes will be scrutinizedFor timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Safety Zero preventable OJIs No hazards in the workplace Favorable safety auditsDFW Airport being a company employing diversified ethnic groups poses a more challenging problem towards making their employees aware of all safety issues. As a supervisor, I will make it my team leads and my job to insure our work environment is safe and free of hazards, protecting the interest of guests, employees and the airport board by establishing the following. Make sure that the work place is free from serious recognized hazards and comply with standards Examine work place conditions to make sure they conform to applicable standards Make sure employees have, use and maintain safe tools and equipment Establish the use of color codes, posters, labels or signs to warn employees of potential hazards Communicate all updated safety operating procedures to employees  Promote the use of all correct documentation and forms in case of accident or injury Promote employees to follow all safety and health rules and regulations and use of caution while working Promote an attitude of immediate report of hazardous conditions to supervisor or management Promote reporting of job related injury or illness to insure prompt treatment and documentation Will be focusing on frequent communication with Risk ManagementThe timeline for the above will be an ongoing process. Establish a safety inspection procedure for different departments and within the plazasThe timeline for the above will be established on a bi-weekly basis. A thorough review of current airport safety rules and regulationsFor timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Job Knowledge Evidence of classes or self-paced improvement courses Knowledge of policies and procedures All functions of subordinatesAt this time, being a new supervisor, my job knowledge of all aspects of the parking operation is primarily on a need to know basis to fulfill the basic requirements on a daily basis. It is my intention to increase my knowledge of all policies and procedures. Thorough review of Operational and Training Manual Improve my skills by utilizing all training which is available through HR Seeking assistance from my superiors, peers and subordinates Promote job knowledge in all employees assigned to me. Will seek related information over the net to improve the quality of workFor timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Initiative Takes ownership of business Proactive Prodding to complete assignments not required "It is my job" attitudeAs "Initiative" is a broad term, I have tried to cover some aspects and related topics in this document. DFW Airport, being a large organization, has established many good rules, regulations, policies and procedures, however; some of these referred policies and guidelines are being ignored or not given enough importance. As a part of my initiative nature, I will establish the following. Will conduct performance checkupsInformal review and an assessment of performance during the middle of an appraisal period preventing surprises at the formal appraisal, alerting the worker to a perceived performance problem and giving him/her the opportunity to correct and strengthen his/her performance. Continue coaching employeesI will establish an ongoing coaching of leads, GDs, and shift assists to improve the quality of job performance of our front line staff Will establish an environment developing a sense of loyalty Will establish different motivational programs in relation to job performance Will promote a proactive attitude among employees assigned to me Will promote an attitude of ownership of parking operation in all Leads and PSAs  Will take the initiative and continue to volunteer for any and all projects necessary to improve the quality of the work environmentFor timeline on the above, see timeline chart at the end of the proposal. Achievement Plan and Timeline Project Management Assigned specialty As assigned Knowledge and utilization of resourcesI am always ready to accept new projects and will continue to create projects for myself to help improve the quality of work and its environment. The following projects are already in process or established. Monthly birthday poster was initiated and continues featuring all our birthday boys and girls for each designated month at both plazas As "Annuals" are currently being done on a manual basis, I am in the process of developing an Excel spreadsheet to cover attendance and punctuality statistics Spreadsheet completed for monitoring vacation and leave requests, pending comments from other supervisors In process of establishing monthly meeting of all supervisors over and above the scheduled meeting with management Have assisted in arranging Thanksgiving and Christmas dinners for North Plaza C shift Plans are in place to use the labor force in slow times to do other details around the plazas; example, cleaning of booths, lanes and other areas of the plaza, including different detailed inspections, and reporting of maintenance required Update of all parking devices and lanes completed the first week of December, 00For timeline on the above, see timeline chart at the end of the proposal.

Achievement Plan and Timeline Additional Skills & Abilities Effective delegation Leadership Problem solving ability Effective decision making Staff utilization/scheduling Ability to multi-taskIn addition to the above mentioned plans and timelines, I would like to elaborate on the following. Effective delegation I have always been a believer in promoting a work environment that breathes proactive attitude. The proactive environment is created in part by effectively delegating tasks, freeing one for bigger and better projects. One of the pros of effective delegation is it continues to produce people to take over bigger and better job assignments, creating an environment of promotion.  Leadership I believe in General Collin Powell's statement, "When boys stop bringing their problems to you, that's the day you stop leading them." I have always believed in an open-door policy and have encouraged my subordinates to come to me with any and all problems or needed assistance. Problem solving ability I take pride in my ability to solve a problem and bring about a resolution in a logical and timely manner. A good example would be helping an accident victim and his family by locating an arriving relative who would not have been picked up. Effective decision making Decisions are made from small to big continually through the day, months and years. And these decisions affect oneself and others. Being an effective decision maker, to me, is a person who makes decisions on time and when needed based on the situation. Effective decisions in a work environment affect employees, the company and most importantly, your customer (guest) and the bottom line. An example of my good decision making was assisting a most upset guest of the airport, who had missed his flight due to Express Parking employee's inability to perform his job. My decision was to offer this customer free parking for three days while he was away and the problem was resolved. Staff utilization and scheduling I understand the need of proper staff utilization/scheduling as I have demonstrated this ability on a number of occasions by switching staff in cases of other personnel calling in sick and complete closures of north-bound and south-bound International Parkways. Ability to multi-task I am a person who performs much better when I am loaded while performing multi-tasks functions. In a situation when I am busy and doing different things at the same time, I tend to be a more effective leader, my level of problem solving ability is at its peak, and I make more effective decisions.I acknowledge and understand these expectations and core competencies are baseline minimums and are not intended to be all-inclusive. Performance above this level is necessary to achieve higher ratings on my next appraisal. Performance below this level will result in corrective action._____________________________ ____________________________Employee's signature Date_____________________________ ____________________________Supervisor's signature Date_____________________________ ____________________________Supervisor's signature Date

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Tortilla Curtain

If you order your cheap term paper from our custom writing service you will receive a perfectly written assignment on Tortilla Curtain. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Tortilla Curtain paper right on time.

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How would you feel if you immigrated into another country with hopes of abetter life, then having everything ripped away from you in a matter of months?In "The Tortilla Curtain," written by T. Coraghessan Boyle, a story about acouple who immigrates to the United States in hopes of finding work for a better

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life than their home country of Mexico. The couple some how becomes entangledwith the rich, white "Liberals" of the Arroyo Blanco Estates, who seem more andmore conservative by the day. Boyle shows how the attitude of the upper classAmericans can deny the simple needs of the immigrants because of how they lookand who they are, illegal "aliens."

Candido and America is an immigrant couple from Mexico who moved to the suburbsof Los Angeles, looking to raise enough money to afford an apartment in theStates. The couple is camping in the forests of Topanga Canyon, below the richhomes of the Arroyo Blanco Estates, because all of their money is robbed fromthem as soon as they cross the border in to the United States. From the get gothe immigrants are dealt nothing but bad luck. While on the way back from thelabor exchange, from looking from work, Candido is hit by a car… the car of aso-called-Liberal Delaney Mossbacher. The paths of the two couples have collidedand now they are entwined, whether or not they even know it. Delaney follows theman down in to the canyon, when they finally do meet he pays off his victim withtwenty dollars and plunges into a spiraling resentment of immigrants with eachsuccessive assault endured by his white Acura. His live-and-let-live philosophybecomes further twisted to the right with each immigrant incident, until hiswrath and lack of warps him beyond all sense. He cant be an old-school liberaland live his cozy life, so he chooses to protect his standard of living at theexpense of other living things - like the Mexican immigrants who seem to havegone unnoticed prior to their contact with his car. Candido and America have towork their asses off just to survive, while Kyra is trying to profit by keepingthem out. Every time Candido takes one step towards progress it seems that hehas to take two steps backwards. Candido and America plan to take a trip intothe city after the labor exchange closes down so they can find work. They stopand eat at a restaurant and meet a Mexican man who offers them a place to stayfor a couple of nights. Candido goes to check it out with the man, he isambushed and all of the apartment money is taken. They have to resort to eatingout of the dumpster in the back of the restaurant.

Please note that this sample paper on Tortilla Curtain is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Tortilla Curtain, we are here to assist you. Your cheap custom college papers on Tortilla Curtain will be written from scratch, so you do not have to worry about its originality.

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One art, by elizabeth bishop

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In the poem "One Art," Elizabeth Bishop expresses two different views on the "art of losing." Bishop's first view on loss is that loss is an everyday occurrence, something to "accept." Her second view is that a loss can affect someone very deeply. Bishop utilizes verse form and language to fully develop these two different view points.

In the first five stanzas of the poem, Bishop's view of loss is whimsical. In the first stanza Bishop states that "many things seem filled with the intent to be lost that their loss is no disaster." With this statement, Bishop means that losing something is fundamental and is bound to happen no matter what we do. Also, Bishop insinuates that when we do lose something, we shouldn't take it as a surprise, or a "disaster;" we were going to lose it anyway. In the second stanza, Bishop tells us to "accept" lost things because losing things will not bring about disaster.

In the last stanza, Bishop's attitude towards loss changes. Her view on loss is no longer whimsical, but she expresses the idea that a loss can affect someone very deeply. To illustrate this point, she uses a personal example of a loved one lost. In this stanza, Bishop employs the repetition of a line with slight variation, which also demonstrates a change in her view. Furthermore, in this stanza, instead of stating that loss "will bring [no] disaster," or that "loss is no disaster," Bishop expresses that loss may "look like…disaster." This further signifies her change in opinion about loss.

Through out the poem, Bishop's attitude about "the art of losing" shifts from loss being "no disaster," to the thought that loss has a definite impact on a person. In the first half of the poem, Bishop utilizes the loss of material, replaceable things to illustrate that loss happens everyday and should be easy to "accept." In the last stanza, however, Bishops wields the example of a lost loved one, and irreplaceable loss, which illustrates the fact that losing can affect someone very deeply.

Bishop tries to convince herself in the first five stanzas of the poem that loss does not matter and is an every day occurrence. In the last stanza the reason behind her earlier arguments becomes apparent; Bishop is trying to convince herself that the loss of a loved one should not be painful, as "los[s] isn't hard to master." This explains the reasons behind Bishop's change in attitude about loss, from loss being unimportant to loss having a direct affect on a person's life.

Please note that this sample paper on one art, by elizabeth bishop is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on one art, by elizabeth bishop, we are here to assist you. Your cheap custom college paper on one art, by elizabeth bishop will be written from scratch, so you do not have to worry about its originality.

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Learning to Learn

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Learning to Learn

The most important feature of learning is making the basic effort to discover key facts on your own. The cutting and pasting that is becoming increasingly popular since the web has made it possible to find a wide range of material has little to do with learning. Monkeys could accomplish the same thing if banana oil were spread on the keys of a computer keyboard.

Even worse, much of the cutting and pasting done by students today involves theft of material from other people. It is dishonest or even illegal in many cases. Perhaps the saddest thing is that few instructors currently teach the limits of what constitutes acceptable use of other peoples? work. Students submit papers that are almost entirely stolen without even realizing that they are violating important rules.

However, the saddest thing is that people just don?t learn from this process. Even if you do a weak job on your own, you will learn more than if you steal someone else?s work. In the long run, your grades will be better if you learn to learn and you also will do better on the job. Employers frequently complain to university faculty about the fact that new graduates have limited ability to learn and upgrade their skills on the job. Of course, the comments are not that polite ? terms like ?worthless? are applied to people who graduated with respectable grades from recognized universities.

The rest of this paper will be throwaway trash added simply to fill up space. Good luck ? if you are reading this you already need it. Try working on your own instead. Just like going to the gym, it builds mental muscles.

Since Stephen Hymer introduced the concept of disadvantages of foreignness

in 160, it has received scholarly attention from various fields. Although

Hymers definition of the liability of foreignness (i.e., costs of doing

business abroad) seems rudimentary, the concept has helped us to better

understand the behavior, decisions, and performance of MNEs during

international expansion. Indeed, most foreign direct investment (FDI)

theories assume that foreign subsidiaries are at a disadvantage relative to

domestic firms with respect to some aspects of doing business in

host-countries. To succeed in foreign markets, international companies need

to overcome the liability of foreignness through the commitment of dynamic

capabilities that can generate ownership-specific advantages superior to

those of local firms.

While the concept of the liability of foreignness has become more widely

used, the majority of the writing has been anecdotal in nature, and few

studies have rigorously investigated it, theoretically or empirically. Most

MNE and FDI research has focused on investigating the sources and types of

advantages, such as intangible assets, foreign investors must posses to

overcome whatever disadvantages they face. While the success of FDI does

depend on the advantages investors possess, disadvantages faced in the

host-country also affect performance. Understanding the nature of

disadvantages facing foreign subsidiaries could uncover ways to minimize

these liabilities of foreignness and improve the management of FDI.

At the turn of this new century, MNEs, whether large or small, are operating

in a global environment that differs in many aspects from the international

setting over the past decades. Many emerging markets provide MNEs with new

business opportunities but enormous liabilities of foreignness as well. Such

liabilities are derived and heightened not only from the complexity and

uncertainty of the regulatory and legal environment, but also the

specificity and criticality of the social and cultural environment. The

coexistence of more promising opportunities and higher liability of

foreignness in this new international context has many MNEs adjusting their

market entry, local operations, and global integration strategies.

There are several challenges to improving our understanding of liabilities

of foreignness. A primary challenge is that this construct is not well

developed or defined in the literature. Another challenge stems from the

idiosyncratic nature of these liabilities. Because host-country environments

differ significantly, the types of liabilities of foreignness vary across

countries. Consequently, increased understanding requires investigation of

specific liabilities of foreignness in many different focal countries.

Seeking to help advance our understanding of liabilities of foreignness, the

Journal of International Management is soliciting papers for an upcoming

special issue. A variety of theoretical and empirical approaches to

investigate this construct will be considered for this special issue. The

following list is meant to be suggestive and is by no means exhaustive.

Theoretical papers defining, developing, or modeling this

concept For instance, how should it be accurately defined? What are major

environmental conditions influencing the level and pattern of the liability

of foreignness? How is it linked with the antecedent and consequence

factors? What should be appropriate strategic response to mitigating this

liability while expanding internationally? How should it be positioned in

the Ownership-Location-Internalization framework? How does this liability

influence the evolutionary process of internationalization? What are key

strategic assets, resources, or capabilities MNEs can leverage in order to

attenuate this liability, and how should these assets, resources, or

capabilities be deployed and configured in order to mitigate specific

liabilities of foreignness? Papers investigating interactions, theoretically

or empirically, between MNEs competitive advantages and liabilities of

foreignness are also welcome.

Qualitative or quantitative empirical research

operationalizing or investigating specific liabilities of foreignness in

focal countries For example, is it necessary to differentiate between

overall and specific liabilities? How should they be operationalized and

measured? In a focal country, particularly an emerging market, what are

reasonable indicators or proxies for these liabilities? For specific

liabilities, are there any components that are common to all countries while

others are peculiar only to a specific country? How does the liability

affect MNE performance at either the subsidiary or the parent levels,

ceteris paribus? What are the organizational or strategic factors (parent or

subsidiary) that significantly reduce a hazardous effect of the liability?

Could a better relationship with a local government, for instance, help

reduce such an effect?

Well-developed case studies investigating aspects or types

of liabilities of foreignness It is particularly interesting to compare and

contrast different experiences, and ultimately consequences, of MNEs which

have dealt differently with the same liability of foreignness.

Papers must be received by March 1, 001. Authors should prepare manuscripts

in accordance with JIMs style guide. All submissions will be subjected to

the usual review process and judged based on the following criteria

conceptualization of this construct, advancement of our understanding these

liabilities of foreignness, likely utility to researchers and practitioners,

and novelty of the arguments advanced by the papers. Submissions (in

quadruplicate) and inquiries should be directed to

The Strategic Management Society has created Interest Groups to foster the generation of new ideas in a more interactive forum, providing a means for integrating its members as well as members-to-be (A-academics, B-business practitioners and C-consultants) in creative discussions on themes of common interest.

The Interest Group ?Managing Knowledge? organizes two kick-off workshops to launch its activities. The workshops will be devoted to the exploration of ?The Role of Knowledge and Learning in Strategic Management?. The emergence of what is increasingly recognized as a Knowledge Economy has dramatically changed the conditions for business and management, opening up new ways to think about strategy and creating urgent needs for addressing the issues of managing learning and knowledge.

We are inviting scholars as well as practitioners to jointly participate in the exciting exploration of innovative and creative ways of studying, theorizing and developing new concepts and tools to address the complex issues of building and leveraging knowledge. The workshop format will provide a set of in-depth interactive discussions, making it possible to explore issues such as

-What exactly is organizational knowledge ? How to go about conceptualizing and investigating learning and knowledge ? Are existing theoretical models of knowledge of any use for practitioners ? What can we learn from the variety of experiments which companies conduct on Knowledge Management ?

-How does organizational learning take place and how does it feed into knowledge ? How does it contribute to innovation processes ? How is it affected by innovation ? Can we learn more about communities of practice ? How useful is storytelling ? Is it relevant to study languaging ? How is knowledge shared and transmitted in strategic alliances ?

-How do organizations memorize what they have learnt and what they know ? What is the social capital of an organization ? How can firms build strategies to best manage knowledge ? How can organizations manage their knowledge workers ?

-How can organizations best leverage their knowledge base strategically to build competitive advantages ? How promising and useful is the real options approach ? To what extent and how is strategy formulation affected by the new form of competition brought about by the so-called Knowledge Economy ?

-etc.

The very open character of the Interest Group on ?Managing Knowledge? and the workshop format of both kick-off events with focus on exchange and discussion mean that we welcome management researchers from different disciplines as well as practitioners with different interests in knowledge to take an active part in the discussions.

We encourage participants to join for both meetings, in Durham on April 14-16, 00 and in Paris on September , 00, the day just before the SMS 00 conference starts.

Call for Contributions & Papers

-Participants willing to contribute to the preparation and content of the workshops are kindly invited to write a one to three page contribution, sending it before Feb 1st for the Durham event and before July 1st for the Paris event. These contributions may raise specific issues around the general theme, address a specific point, suggest a research agenda, etc. These contributions will feed into the structuring of the workshops. The organizers may decide to circulate some of these contributions to registered participants prior to the workshops.

-The format of the events do not really allow for formal presentations of papers. However, those who wish to submit a paper for the workshop are invited to send a page abstract (typical SMS conference format) or, if available, a full paper before Feb 1st 00 for Durham and before July 1st 00 for Paris. These will be reviewed by at least two members of the Core team of the Interest Group. Acceptance of papers will be notified to presenters one month later.

All contributions should be sent to Thomas Durand both by e-mail ( thd@ecp.fr )

and in three paper copies Thomas Durand, Ecole Centrale Paris, 5 Châtenay, France

Workshop fee for the Durham event will be £5 (approx. Euro 500). This includes accommodation at the University of Durham Business School plus all meals. Bus transportation (at cost) to and from Newcastle Airport will be arranged for those arriving and departing by air.

Workshop fee for the Paris event (the Interest Group workshop on Sept only) will be 100 ? (Euro 100). This includes coffee breaks, lunch and documentation.

For accommodation in Paris, participants should follow SMS indications for the 00 conference.

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DESCALING SOLUTION Generally, a flush through descaler uses

about .5 to .75 fluid ounces (1 to 1.5 tablespoons, or 8 to 1 grams)

of citric or tartaric (grape) acid powder dissolved in 1 liter of

water. This is a .5% to .5% solution, equivalent to % to 50%

dilute lemon juice. Cleancaf and other coffee manufacturers descalers

use this formula. Theoretically, these amounts will dissolve about 1

to 18 grams of scale per liter, but that would require leaving the

solution in for several days; in practice, it is used for an hour or

two to dissolve up to 5 grams of scale.

The formula is mild enough to be harmless to espresso machine

components, but it will come out of brass or copper machines with a

slight greenish tinge. This comes from milligram levels of dissolved

copper and is no cause for alarm.

5 lb bags of citric or tartaric acid cost about $10 at home

brewers or soapmakers supply stores. This is roughly a 0 year

supply

DESCALING INTERVALS Know the hardness of the water youre

using, and how much you use the machine. Descale when accumulations

are between .5 and 5 grams. More often is a waste of time, less often

may result in scale build up. Check out section 1.7 for instructions

on determining your set ups scaling rate.

SINGLE BOILER MACHINES For single boiler machines, preventive

descaling is no problem, just follow the instructions given by the

manufacturer. In general, this involves filling the boiler, letting

the solution work for about ten minutes, and replacing it by running

it out of the steam wand under pump pressure. This procedure is

repeated three to five times, until about a liter of descaler is used

up. Then the machine is flushed with water until any taste is gone.

Manufacturers recommendations differ on whether the brewhead

should be flushed or not. This is not surprising. The waters

temperature drops and LI rises as it moves from the boiler to the

head, so scale wont form there. In scaled machines however, fragments

can move from the boiler into the head, fouling the gicleur valve. My

guess is that with regular descaling, flushing the head is unnecessary

but harmless.

I do not know if the dual boiler Techno can be descaled in

this way, or if there is some procedure peculiar to it.

HEAT EXCHANGERS HX machines have two things to descale, the

boiler and the heat exchanger(s). Any descaling of a plumbed in

machine will involve moving the water inlet pipe to a tank that can

hold the solution.

Doing the heat exchanger is as easy as a single boiler

machine. Just run descaler through it until it exits the brewhead (or

HXed tap). Leave the descaler in for 5 to 10 minutes with the machine

off (or to 4 with it on), then run out a /4 cup worth, repeat six

times until youve used up a liter of descaler. If the boiler refill

comes on during this period, very little harm is done, since it will

be adding only 0 ml or so to a liter or more of boiler water. Boiler

flushes (see below) can be scheduled after an HX descaling to minimize

this problem even further. However, ONLY USE CITRIC OR TARTARIC ACID

FOR HX MACHINE DESCALING, since if any remains in the boiler its no

big deal, whereas smelly vinegar or cleancafs detergent could be a

problem even at low concentrations.

HX MACHINE BOILERS Descaling the boiler is much more of a

headache. If you cook, you know that scale preferentially forms at the

waterline. This means that filling the boiler with descaling solution

only to the autofill line is not going to be very effective, since the

descaler will barely be in contact with the bulk of the scale.

Disconnecting the autofill (a wand like device sticking out of the top

of the boiler with a single wire attached) will fill the boiler to a

higher level and allow the descaler to work on this rim.

In machines with a direct boiler tap, the boiler can be filled

by opening the water tap, and letting the autofill refill the boiler

with descaler. When thats done, close the tap, and disconnect the

autofill for 0 seconds or so to fill the boiler a little above the

regular water line. On machines without a direct boiler tap, the

autofill has to be disconnected, and the fill may have to proceed by

flushing the boiler through the steam wand. If theres an easily

accessible drain, it may be easier to use it in conjunction with the

autofill.

If youre draining via the steam wand, dont let the machine

get too cold, otherwise the vacuum breaker will leak.

Disconnecting the autofill at the sensor risks shifting the

sensors depth, so its best to buy a spade lug and its mate, or an

inline switch that is rated for 10C ambient, and use them to make a

disconnect in the wire to the sensor. One can even extend the wiring

so this can be done without removing the case (i.e. so its reachable

at the water tank).

Once the boiler is filled with descaler, leave it in for two

and half hours with the machine off, or one hour with the machine on.

The descaler is flushed out using the same procedure that

brought it in, either via the tap, steamwand or drain. Keep flushing

and refilling until theres no more lemon taste. This may take about

twice as much water as is usually in the boiler. Its best to refill

the boiler with RO water (see below). Add 5% to 10% tap water to keep

the autofill happy.

4. BOILER FLUSHING

Obviously, no one in their right minds would want to go

through the hassle of doing a boiler descaling at monthly or bimonthly

intervals. Fortunately, one can reduce the descaling requirement to

virtually nothing, even when running the 0 mg/l hardness, 50 mg/l

alkalinity water best for coffee by using this trick.

If the boiler autofill only runs to replenish water lost by

steaming, it only amounts to a few ounces per day. Suppose the water

in the boiler starts out very soft. Then these small additions of

moderately hard water wont bring it to scaling levels for at least a

week or so.

So once a week, put very soft water into your tank and flush

the boiler with it until the water has been softened down. The

flushing technique is the same as that described in the descaling

section. Then put your regular nuetral to moderately hard espresso

water back in and enjoy your shots with complete confidence. If you

regularly use boiler water for Americanos, etc., or do a lot of

steaming, adjust the frequency of soft water flushing to match [see

section 1.7]. If this is impossible due to very high use or boiler

inaccessability, you will have to go with a softer non-scaling water.

Straight RO can be used for this flushing since enough

minerals will generally remain to operate the autofill sensor. If the

pump doesnt go off due to low minerals, simply shut the machine and

replace the RO water with the regular water. It will only take a few

seconds of pumping to raise the mineral content enough to deactivate

the autofill. Alternatively, add 5% to 10% tap water to make it

conductive enough.

Even if boiler safe water is used, the boiler needs to be

flushed occasionally. The frequency can be calculated using the data

in section 1.

If these procedures are followed, theres technically no need

to descale the boiler at all. Nevertheless, an annual or biannual

descaling is wise to pick up any stray scale that may have formed due

to forgetfullness.

At the other end of the transaction-cost spectrum, transactions in goods or services that are difficult to measure or involve tacit knowledge or embedded information may be quite costly to manage through any form of inter-firm transfer. Repeated exchanges of this latter type may be more efficiently accomplished through full internalization within the hierarchy of a firm (Williamson, 185). Reliance upon US parent firms for operating routines or procedures may pose this type of problem for ventures. Operating routines and procedures may have important idiosyncratic or firm-specific features that are only imperfectly transferred or reproduced (Polanyi, 175). The implementation of operating procedures also may involve path-dependent learning and produce different results in different organizations (Mahoney & Pandian, 1; Nelson & Winter, 18).

Routines and procedures involving forms of knowledge that are difficult to codify are likely to take this form (Winter, 187). Efforts to supply these types of resources to an alliance may be inefficient and demand costly on-going involvement of personnel from parent firms in the operations of alliances. Complaints from US managers about high levels of support that must be provided to ventures in order to implement relatively modest alterations in inputs, specifications or technologies typically reflect this type of problem. The capacity to create and modify basic operating procedures and routines is a fundamental feature of organizational development, and failure to build the necessary capabilities internally may compromise the performance of a venture.

Dependence upon the US parent for operating resources such as materials, on one hand, routines and operating procedures, on the other, may have a negative impact on performance. This effect may be more readily observed for contributions of resources from the US parent than the Mexican parent. Operating resources of this type may involve some location-specific features when they are contributed by the Mexican parent, and it may be difficult to clearly distinguish operating resources from local resources in certain cases. US parent contributions of operating resources are less ambiguous and can be expected to have a more obvious adverse effect on the perceived performance of alliances.

Proposition Contributions of operating resources to the alliance by the US parent firm have a negative effect on alliance performance, as perceived by managers of the US parent firm

The three propositions above suggest a simple model of the relationship between different types of resource contributions and perceptions of alliance success (Figure 1). Combining these different types of resource contributions in a single model is appropriate, both because they may be interdependent and because they can be expected to simultaneously influence perceived performance. Contributions of certain strategic resources such as management personnel and technical skills can be expected to improve organizational development in the venture, which may have the effect of reducing the reliance of the venture on the US parent for basic operating resources. The three propositions above and the link between strategic and operating resources are represented by paths between constructs in the model in Figure 1.

Put Figure 1 about here

The approach to alliances outlined above has a good deal in common with research by Dunning (188) and Teece (186); however, it also differs from their work in certain important ways. Although Dunning (188) and Teece (186) both identified similar combinations of strategic advantage, local advantage, and transactional advantages as critical to alliances, their objectives were to explain the conditions that favor alliances as a form of organization. Their approaches involve ex post explanation based on underlying efficiency assumptions characteristic of economics (Kogut, 188; Tallman, 1).

The object of explanation here is quite different. Rather than explaining the incidence of alliances, the research is aimed gaining a better understanding of the conditions that are conducive to (perceived) success of alliance strategies. The observed alliances are not assumed to represent efficient solutions to economic organization under specifiable constraints. On the contrary, performance may vary among alliances depending, in part, on relationships with parent firms. This research also has different practical implications than work based on a more economic approach. Where the economically-oriented work primarily is aimed at identifying the appropriate form of organization for a specific type of exchange, this research is designed to explore the differential effects that the roles played by alliance participants may have on the perceived success of alliance strategies.

Please note that this sample paper on Learning to Learn is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Learning to Learn, we are here to assist you. Your cheap custom college paper on Learning to Learn will be written from scratch, so you do not have to worry about its originality.

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Brief history of Ramayana

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A Very Brief Summary of the Ramayana

Dasharatha, King of Kosala, had no sons, so he performed fire sacrifice. A figure appeared in the fire and offered the king rice pudding to give each of his three wives. Kausalya, the oldest gave birth to Rama. Kaikeyi gave birth to Bharata, and Sumitra, gave birth to the twins, Laxman and Shatrugna.

Rama, well-liked by all, was to be the heir to the throne. In his youth, he went with a sage to kill rakshasas. Pleased with Rama, the sage taught him several mantras to invoke heavenly power in his weapon. At the Sita's swayambara, it was proclaimed that he who was strong enough to lift an string a powerful bow would marry Sita. All failed, but Rama picked up the bow and snapped it in two trying to string it. Sita chose Rama as her husband.

Because of Jealousy and the bad advice of Manthara, Kaikeyi invoked a promise Dasharatha had once made to grant two wishes to his wife. She wished that her son, Bharata, become king and that Rama be exiled to the jungle for 14 years. Rama happily obliged, but the shock of the request ended up killing Dasharatha.

Loyal to Rama, Laxman and Sita request to go with Rama to the jungle. When Bharata returns, he is angry at his mother for making such a request and refuses the throne. Kaikeyi sees the error of her ways. Bharata goes to Rama and asks that he forget the request, but Rama insists on carrying out his father's word. Bharata returns to become temporary king, and Rama, Laxman and Sita begin life in the jungle.

Surpanakha, the sister of Ravana, lived in the jungle. One day, she saw Rama and became infatuated with him. Rama refused her advances and pointed her to Laxman, who also refused. Jealous, Surpanakha attacked Sita but was cut by Laxman in defense. She fled but brought her Asura brothers, Khara and Dhusana, to attack the them. Raman and Laxman killed them both. Frustrated, Surpanakha went to Lanka to consult with Ravana. Angered at seeing his sister mutilated, Ravana vowed revenge on Rama.

Ravana sent Maricha, a shape-shifter, in disguise as a deer to distract Rama. At Sita's request, Rama went to bring the deer to Sita but didn't return for a while. Worried, Sita sent Laxman to get Rama. Seeing that Sita was now alone, Ravana came to her in the form of an old beggar and tricked then abducted her and took her to Lanka.

Rama went Sugriva, king of the monkeys to ask them to look for Sita. Sugriva sent Hanuman to meet Rama and they started searching. Hanuman found an eagle in the South that had seen Ravana taking Sita and so the search party moved south, to Lanka. There, Hanuman grew in size and traversed 100 leagues of water as he jumped to Lanka. There he found Sita sitting in a grove of Ashoka trees.

Hanuman gives Sita the ring Rama had given him to prove his loyalty. Sita in turn gave her necklace to Hanuman. Ravana discovered the monkey god and his son, Inderjeet, captured him and demanded an explanation. Hanuman ordered Ravana to release Sita or else. Ravana, in turn set Hanuman's tail on fire. Seeing this, Hanuman jumped all over Lanka and set the city ablaze with his tail.

The monkeys built a bridge to Lanka in 5 days and Rama's army invaded the island. Many died on both sides. Ravana awoke his brother, Kumbhakarna, a sleeping behemoth to attack Rama. By using the mantras he had learned in youth, Rama emerged victorious.

Rama Killed Inderjeet, Ravana's son, in battle and Ravana furiously went to attack Rama. The two fought until they were badly wounded. Ravana then threw a spear that hit Laxman's chest, and left. The effects of the spear were such that Laxman would die without a particular medicine that grew in a tree in the Himalayas. Hanuman went to get this medicine but couldn't identify the tree upon arrival. Thus, he lifted the entire mountain and brought it to Rama. The medicine was administered and Laxman recovered.

In their second battle, Rama killed Ravana, first cutting of each of his 10 heads in procession and then piercing his heart with enchanted arrows. Ravana was practically invincible because no human was strong enough to kill him and a boon protected him from any God. Rama, an incarnation of Vishnu who didn't realize his divinity, was what ultimately did Ravana in. After the 14th year of exile, Rama returned to Ayodya to become king and ruled the happy Kingdom for many years.

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Classification TEST

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Scope

This method describes the procedure for determining the relationship between the particle size distribution of fine and coarse aggregates and fine grained soils for all construction except concrete construction.

Sample

Obtain a sample from plant or other source as described in STP 105 or as otherwise directed.

Mix sample well and break up any clay lumps; especially in fine grained materials.

Use a quartering method or sample splitter to reduce sample to appropriate test size as shown in the table. Do not adjustment sample to the exact value.

Required Materials and Equipment

-Balance - sensitive to 0.1 g.

-Sieves - Canadian Metric Standard square mesh sieves of size as required for the type of gradation for the material being tested.

-Mechanical sieve shaker. -Containers - pans suitable for washing the sample.

-Drying apparatus - suitable pans and stove for drying the sample.

Procedure

1. Dry sample to constant weight at a temperature not exceeding 110o C and .weight to the nearest 0.1 gram.. Place sample in a container and sufficient water to cover it.

. Agitate the contents of the container sufficiently to separate all particles finer than the 71 µm sieve, from the coarse particles. Break clay lumps with the fingers.

4. Bring all fine material into suspension and pour the wash water over the 71 µm sieve to remove suspended clay and silt.

5. Slowly pour the wash water over the 71 µm sieve taking care to avoid spilling coarse particles on the wash sieve.

6. Repeat washings until the wash water are clean.

7. Return material retained on the 71 µm sieve to the washed sample.

8. Dry washed sample to constant weight at temperature not exceeding 110o C and weigh to nearest 0.1 g.

. Nest the sieves with the finest sieve above the bottom pan and the coarsest sieve at the top.

10. Place the dried sample on the top sieve, place the sieves in the mechanical sieve shaker and shake for five minutes.

11. Weigh the material in the pan below the 71 µm sieve and record as the weight passing this sieve. Add the material resting on the 71 µm sieve to the material on the balance pan and record the total as the weight passing the next larger sieve. Repeat the procedure until all the material from each larger sieve has been weighed.

Calculation

Record test data directly on Form which is arranged for detailed calculations.

Add weight of material washed through the 71 µm sieve to the weight passing each sieve before calculating percentages.

Finally the Classification

1. Passing # 00 sieve

. L.L=.8

. P.I=5.

Then The Soil is classified as

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Vietnam

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Vietnam Vet Comes To SpeakDuring my junior year at Redwood High School the Vietnam War was covered extensively in my US History class. One of our main focuses was the effect that the war had both on the Vietnamese and the Americans, specifically the verterans of the war. The first fact that I learned about the war was the number of casualties there were; over 100,000 Americans died. That amazed me. I could not believe it. It occured to me that if that many people died at least twice that many will suffer, like family and friends. After that point the Vietnam war turned into a very heavy subject.Later on in our study of the effects of the war, our teacher had a guest speaker come in to talk. This speaker was here to talk about his experience in the Vietnam War where he fought for several years. The basic message that he sent across was that fighting was not a pleasurable experience, in fact it lead him into many problems that are still sticking with him for over 0 years. He talked for about an hour, but after about ten minutes he stopped talking about his experiences directly related to the war and began to talk about his problems. And although he was making everyone very serious and even sad, he was not doing it to get people to feel sorry for him. He was telling us about his life after the war, and yes the majority of it was messed up, and it really wasnt all his fault. All it took for you to understand all his drug, alcohol, and even mental problems was ten minutes of his talking about what he saw. Anyone who saw what he did would definitally have some problems.At the end of his presentation he told the class about Vietnam Veteran groups that are trying to help people like himself. Some of these groups include The Vietnam Veterans Association, The National Vietnam Veterans Association, and Vets With a Mission (VWAM).

Help with essay on Vietnam

Although we only had an hour to listen, I left that presentation with well more than an hours worth of information. For the first time I really understood the hardships of war and that even though you may physically survive you could be harmed for life.

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