Understanding The Holocaust Essays - Holocaust Studies,

Understanding The Holocaust When trying to understand an event such as the Holocaust there is no substitute for first hand experience. However, because we cannot relive the Holocaust, we must attempt to gain an understanding of this tragic event through other means. In JS 211, sources such as books, movies, and even Holocaust survivors themselves, can help us learn what happened in the to those targeted by the Nazis in World War Two. Each of the many resources available to us can provide information on what the Holocaust was in terms of facts and statistics, and probably as effectively as being there could. Nevertheless, the average USC student will still be missing the human factor, what would you feel like being a Jew living under the Nazi regime. When trying to understand what was experienced by a person in a particular situation, you must be able to draw on knowledge gained though similar experiences. Even the most skillfully written account of an event, such as the Holocaust, cannot convey the feelings of the participants if the reader has nothing against which to compare. Without having lived through an event as tragic as the Holocaust, you are left only to imagine the feelings of those who did. You would be hard pressed to find many people, anywhere in the world, who have ever experienced something with the tragic enormity of the Holocaust. Finding people who may be able to truly relate to, and understand, the tragedy experienced by Holocaust victims is hard anywhere. However, the task is even more daunting in a community such as USC. While the situation may be somewhat exaggerated by our rivals, who refer to us as The University of Spoiled Children and taunt us at games by waving car keys or credit cards, the majority of USC students have led a fairly comfortable life. Most probably grew up in a fairly affluent family, lived in a nice neighborhood, attended good schools, etc, not exactly the kind of upbringing where one might encounter mass persecution and genocide. You could possibly say something along the lines of It's like when your dog dies, only a thousand times worse, but that does not really capture the enormity of the situation. Probably everyone has at one time or another felt the basic emotions, such as grief or despair that were such a part of the Holocaust experience. It is the immense magnitude of the feelings that will be hard to envision for people who have never lived through an event as horrible as the Holocaust. Certainly in JS 211, we will learn much about the Holocaust: Who were the bad guys? What motivated them? How was it allowed to happen? What may be a harder, and maybe impossible task however will to put ourselves in the shoes of the Jews or any other group targeted by Nazi Germany in World War Two. It is through no fault of the authors, directors, or lecturers that this failing exist, rather it is the audience. For most of us, being far removed from the Holocaust both socially and historically, is simply too hard to imagine what it would be like to endure such extreme suffering. Surely everyone can sympathize with the plight of Holocaust victims, however to really understand the immense magnitude of the experience without having been there personally requires a knowledge that most just do not have. History

Hallstatt Culture - Early European Iron Age Culture

Hallstatt Culture - Early European Iron Age Culture The Hallstatt Culture (~800-450 BC) is what archaeologists call the early Iron Age groups of central Europe. These groups were truly independent of one another, politically, but they were interconnected by a vast, extant trading network such that the material culturetools, kitchenware, housing style, farming techniqueswere similar across the region. Hallstatt Culture Roots At the end of the Urnfield stage of the Late Bronze Age, ca. 800 BC, the central Europeans were mostly farmers (herding and growing crops). The Hallstatt culture included an area between central France to western Hungary and from the Alps to central Poland. The term includes many different unrelated regional groups, who used the same set of material culture because of a strong network of trade and exchange. By 600 BC, iron tools spread into northern Britain and Scandinavia; elites concentrated in western and central Europe. The Hallstatt elites became concentrated within a zone between what is now the Burgundy region of eastern France and southern Germany. These elites were powerful and located in at least 16 hillforts called seats of power or fà ¼rstensitz. Hallstatt Culture and Hillforts Hillforts such as Heuneburg, Hohenasberg, Wurzburg, Breisach, Vix, Hochdorf, Camp de Chassey and Mont Lassois have substantial fortifications in the form of bank-and-ditch defense. At least tenuous connections with the Mediterranean Greek and Etruscan civilizations are in evidence at the hillforts and some non-hillfort settlements. Burials were stratified with a few extremely richly outfitted chamber graves surrounded by up to a hundred or so secondary burials. Two dated to the Hallstatt which contain clear connections with Mediterranean imports are Vix (France), where an elite female burial contained a huge Greek krater; and Hochdorf (Germany), with three gold-mounted drinking horns and a large Greek cauldron for mead. Hallstatt elites clearly had a taste for Mediterranean wines, with numerous amphorae from Massalia (Marseille), bronze vessels and Attic pottery recovered from many fà ¼rstensitze. One distinctive trait of Hallstatt elite sites was vehicle burials. Bodies were placed in a timber-lined pit along with the ceremonial four-wheeled vehicle and the horse gearbut not the horsesthat were used to move the body to the grave. The carts often had elaborate iron wheels with multiple spokes and iron studs. Read more about hillforts Read more about Heuneburg Sources Bujnal J. 1991. Approach to the study of the Late Hallstatt and Early La Tà ¨ne periods in eastern parts of Central Europe: results from ​comparative classification of Knickwandschale. Antiquity 65:368-375. Cunliffe B. 2008. The Three Hundred Years that Changed the World: 800-500 BC. Chapter 9 in Europe Between the Oceans. Themes and Variations: 9000 BC-AD 1000. New Haven: Yale University Press. p, 270-316 Marciniak A. 2008. Europe, Central and Eastern. In: Pearsall DM, editor. Encyclopedia of Archaeology. New York: Academic Press. p 1199-1210. Wells PS. 2008. Europe, Northern and Western: Iron Age. In: Pearsall DM, editor. Encyclopedia of Archaeology. London: Elsevier Inc. p 1230-1240.

Product Usage Categories Essay Example | Topics and Well Written Essays - 250 words

Product Usage Categories - Essay Example They therefore have conventional and definite market a feature that makes specific producers to compete for the definite demand. Such products as bread and butter or margarine are complementary products since the purchase of bread necessitates the purchase of either margarine or butter, these falls under the food category. Additionally, the purchase of sugar under the same category necessitates the subsequent purchase of either tea lives or any other beverages. Under the same category, such goods as Pepsi cola and coca cola among other forms of fruit juices are substitution products since the purchase of one brand of a soft drink invalidates the purchase of the other. Such products therefore survive on the relative markets they build for themselves and must carry out independent marketing to win over the market. This is unlike the case with complementary goods in which the advert of a margarine must couple the advert of bread. Complimentary products are not competitors in the market while substitution goods compete for the same market thereby making the marketing mix components such as price important in thei r marketing strategies (Tabbush,

Identity Theft Research Paper Example | Topics and Well Written Essays - 1750 words

Identity Theft - Research Paper Example As it is, people whose identity are compromised and have been assumed by another can suffer tremendous loses. Once the important information of a certain person is exposed to unscrupulous persons, such information can be used against that person. If the financial information of a certain person is compromised and the identity theft gain access to the person’s bank accounts, credit cards and others, the theft may be able to easily steal the money of that person (Abagnale, 2007). Aside from taking money from their victims, some identity thieves may use the signature or the accounts of their victim to commit crimes either online or offline (Cullen, 2007). A good example of this is when an identity theft uses the signature of another person to perpetuate fraudulent transactions either online or offline. By use the identity of the victim, the identity thief may be able to get away with the crime and his or her victim gets into trouble with the authorities. II. How Identity Theft Ca n be Committed Over the years, techno savvy thieves have developed a number of ways to steal important information by breaking into the information security system of companies and individuals. ... tity thief’s operation depends on the kind of strategies and mechanisms that he or she employs to get the necessary information to usurp the identity of another. In recent years, social engineering have become one of the most potent tools used by identity thieves to gain access to buildings, databases and computer systems across the country (Hadnagy, 2010). In this era of social networking when millions of people meet online to make friends or transact business, social engineering becomes one of the easiest methods of defrauding unsuspecting internet users. How does an identity theft make use of social networks to defraud his or her victims? Social engineering employs human psychology so instead of using software and programs to attack the database or the security system of a certain company or individual, the identity theft target the people who have access to the database or the security system (Hadnagy, 2010). The common strategy here is to study the work patterns of the ta rget individual or group of individuals and find strategies to trick these people into divulging passwords and access codes to their system. Social networking sites are often used by these people to befriend their targets and learn whatever they can from these people through trickery and guile. In a sense, social engineering is like stalking a prey and punching when the prey is at its most vulnerable moment. As it is, this method of retrieving information from human sources is a long process so it may take days, weeks or even months before the identity thief actually gets the information that he or she needs. Given this situation most of those people who employ this strategy to gain access to database may need to invest a lot of time on their targets (Hadnagy, 2010; Wilhelm, 2010). Note that

What is america Essay Example | Topics and Well Written Essays - 2500 words

What is america - Essay Example Sitting Bull, a leader of the Lakota Sioux says: "The life my people want is a life of freedom" (Foner 1999, p. 49). Ideas of freedom and liberty define America and its style of life influenced by historical events and struggle for independence. For a long time, freedom was at length granted the slaves, not as a measure of social justice, but as an act of war. Emancipation came as a more or less accidental by-product of a titanic conflict between two powerful classes, each seeking in its own self-interest to dominate the Federal government, and neither concerned with the moral aspects of slavery (Bigsby, 2006). Studies of ethnicity in the United States have tended to emphasize the significance of large-scale social, economic, and political processes to account for the demise or endurance of hyphenated-Americans. It has been shown that, after arriving as immigrants, such groups search out economic opportunities and employ ties of common origin to create or occupy economic niches. "The idea of wage slavery served to deconstruct, as it were, the sharp contrast between slavery and freedom, to expose the forms of coercion and hidden inequalities inherent in ostensibly free economic institutions" (Foner 1999, p. 58) Long struggle against oppression has created some stereotypic impressions of American as liberals and fighters. The stereotype of the American is used in a variety of ways in reference to a number of social traditions and values. It embodies all aspects of human activities reflecting historical and social development of the nation. Americans develop the specific system of standards or rules a person attributes to the membership of the group as a result of her experience. A person's cultural preferences may contain several cultures which he/she attributes to different sets of other persons. Again, "The long contest over slavery gave new meaning to personal liberty, political community, and the rights attached to American citizenship" (Foner 1999, p. 83). America means the land of immigrants who come to America looking for better life and unique destiny. The Old World background made in new social surroundings created the role of environmental factors, and finally, the relation between institutional forms (social classes and authorities) and cultural values. The settlers created new social order in order to meet specific local conditions. The new comers were involved in public policy and social life, religious and political affairs. Probably, since that time, the national idea of the land and equality has been central in American culture. The new comers brought to America a common set of values affected church, state, and social order. It was amazing how much they changed in the American land bringing new religious traditions and values. The land symbolized unity of the nation and its traditions, resistance to foreign influences and interactions (Bigsby, 2006). There is no question that this common set of ideas and beliefs, assumption s and customs shaped the character of the new World that the immigrants founded. The most part the colonists' notions about economics, politics, and society were indistinguishable from those of their countrymen who never contemplated moving to the New World. Catholicism and Protestantism influenced morality and goodness, human values and attitude towards the world (Foner, 1999). Church

Management of Multinational Companies

Management of Multinational Companies Abstract Staffing management of multinational companies is a complex but crucial issue to the international human resource management (IHRM) research. Based on literature review, this article is to investigate the staffing management in the multinational companies. Firstly, the author will summarize the conceptual introduction, general challenges, culture distance, and new alternative in the expatriate assignments. Secondly, the author will discuss how to retain subsidiary staff retention in the whole HRM of multinationals. Thirdly, in order to complete the research successfully, the author will utilize the qualitative research method through literature study and one-to-one interview to figure out the puzzle about the staffing management in multinational and draw the conclusion. Introduction The topic of this paper is the staffing management in the multinational companies by using qualitative research method. In this report, what kind of information is valued for this research? How to collect information? What kind of technology will be used and how to organize this research? All these questions will be described in the following parts. First at all, the clear understanding about qualitative research is necessary and helpful. Qualitative research is a field of inquiry that crosscuts disciplines and subject matters. It involves an in-depth understanding of human behavior and the reasons that govern human behavior. Unlike quantitative research, qualitative research relies on reasons behind various aspects of behavior. Objective The objective of this article is to investigate the staffing management in the multinational companies. In the last decades, an extensive amount of articles on this topic have been published. Obviously, the staffing management is a critical issue in the human resource management for the multinational companies. How to balance the PCNs, HCNs, and TCNs? How to reconcile the individual career plan to the corporation scope? How to manage the multicultural team? All of these topics have been explored in conceptual theory and empirical analyses. At the same time, with the development of the world economic and political, some new trends have appeared in international business, for example, global virtual team, the e-business, etc. These new challenges bring new patterns for the staffing management. Thus, in this article, the author focuses on new changes, such as alternative for the conventional expatriate assignments and the retaining of the local staff retention. Literature Review In order to get the general knowledge about the staffing management in the multinational companies, six books have been chosen as the literature related to the topic. In those books, the authors claimed that people are the foundation in a multinationals; most of the attention of human resource management in multinationals is concerned with the staffing management, while the staffing management is the most difficult task for them. How to effectively manage people in various countries and cultures is a big issue in the staffing management in the multinational companies. At the same time, in order to get the recent research topic in the multinational staffing management, some articles which were published in the academic journals have been chosen as well. 1. Conceptual Introduction Staffing management deals with a comprehensive term for all operative functions namely recruiting, placing, appraisal, rewarding, assessing, developing performed in HR management. According to International HRM model created by Patrick V. Morgan and Peter J. Bottrall, three dimensions are involved : Human resource functions Procurement Allocation Utilization National or country functions The host country where a subsidiary may be located The home country where an international company is headquartered And â€Å"others† countries that may be the source of labor or finance Employees functions Local/ host-country nationals (HCNS ¼Ã¢â‚¬ ° Expatriates/parent-country nationals (PCNS) Third-country nationals (TCNS) Face to those options and wide resource, the managers in global enterprises have particular concern about the employees ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation. Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage. With regard to executive nationality staffing policies, â€Å"There are major four categories on the HRM within Multinational corporations : the ethnocentric approach, the polycentric approach, the regioncentric approach, and the geocentric approach. In summary, those four approaches are useful for multinationals, and the MNC can choice one of four approaches to manage its international staffing. However, there are no restricting rules for staffing management. The following questions for the multinationals must to face: Predictors of expatriate success, expatriate failure rate, repatriation, equal employment opportunity issues, and recruitment and selection of HCNs and TCNs. 2. Challenges in multinationals The nature of international business is undergoing a sea change. The rapid expansion of global trade, business consolidation and geographical diversification are pushing companies for changes in their management structure and style. Multinationals now need to consider regional market conditions and develop strategies to cater to each of the regional markets. Another factor driving the need for change is the global mergers and acquisitions. Companies acquire other companies abroad need to change their HR policies as it is not applicable on the acquired company. It is beneficial to invite top executives of the acquired firm to join the parents top management. 2.1 Career blockage Lots of employees will be exciting to have the opportunity to work abroad. In fact, for host-country manager who always have limited opportunities to gain experience outside their own country and can not progress beyond the senior positions in their own subsidiary. While, the parent-country manager have limited too, and they will feel frustrate when they come back home to see their colleagues are promoted and their career have been sidetracked. 2.2 Culture shock Culture shock is the big challenge for multinationals, the difference brings the different thinking ways and working ways, and it needs time to adjust it. In most cases the expatriate manager prefer to emphasize and require the home office or home country values on the host countrys employees instead of accepting and learning within the new culture. 2.3 Lack of cross cultural training In fact, most multinationals ignore this training program during the staffing management. However, the better understanding about culture block can help managers to improve the effectiveness of staffing management. For example, The managers at Bell Canada were totally asked be training about Muslim laws of drinking and the treating of women there before he or she assigned a project for Saudi Arabia such like constructing the telephone system in there. 2.4 Family problems Family problem for PNC manager is another challenge. The oversea employees always think of their family. Sometime, such emotion will effect the concentrations in their work. These difficulties are usually underestimated. What the organization should do is to assist expatriates family to adapt their new environment. 3. Managing multicultural team Team members of multinational companies come from different countries with the different culture, economic, religions and habits. All of these differences bring the different thinking and working methods, thus, how to manage the multicultural team is a big challenge for the HRM in the multinationals. In the article â€Å"Managing multicultural team†, the author states that â€Å"Communication in Western cultures is typically direct and explicit. In many other cultures, meaning is embedded in the way the message is presented. The differences can cause serious damage to team relationships† (Jeanne Breeet , Kristin Behfar, and Mary C. Kern, 2007) . At the same time, the accent and the lack of fluent communication will affect the understanding and the integration between team numbers. The direct effect of misunderstanding can also be the barrier to constrain the team achieving the project common goal. Therefore, the scholar indicates the four strategies as following to mana ge the multicultural team (Jeanne Breeet, Kristin Behfar, and Mary C. Kern, 2007) : Adaptation: acknowledging cultural gaps openly and working around team Structural intervention: changing the shape of the team Managerial intervention: setting norms early or bringing in a higher-level manager Exit: removing a team member when other options have failed Although those four strategies can be used to deal with some challenges in the multicultural team, the first step to manage the multicultural team for team manager is to identify what kind of challenge the team would face. Sometimes, we can advocate the post-modern thinking as a popular but unofficial thinking which can be used among the team numbers. We try to understand and think about questions from the other side without prejudice. However, the official team management needs some norms and rules to keep the right orientation. In my opinion, when facing the team troubles, we should see the troubles from the culture angle, through the social thinking ways instead of from the personality. 4. New alternative in the expatriate assignments According to Edstorm and Galbraith(1977), there are three motives why MNCs use expatriates. As position fillers when suitably qualified host country nationals (HCNs) were not available. As a means of management development, aimed at developing the competence of the individual manager. As a means of organizational development, aimed at increasing knowledge transfer within the MNC and modifying and sustaining organizational structure and decision processes. However, the high cost and the family problems are the evident shortcomings of the conventional expatriate assignments. Recently, more and more research begins to question the utility and viability of the conventional expatriate assignments. According to the â€Å"Changing patterns of global staffing in the multinational enterprise: challenges to the conventional expatriate assignment and emerging alternatives† (David G. Collings, Hugh Scullion and Michael J. Morley, 2007) , there are five aspects related to the debates: supply side issues, demand side issues, expatriate performance and expatriate â€Å"failure†, performance evaluation, cost and finally career dynamics. By reviewing the reasons of those challenges, the authors explore some alternative forms in the international assignments now: Short –term international assignments Frequent flyer assignments Commuter and rotational assignments Global virtual team The HR implications of managing alternative forms of international assignments Although those new patters appeared in the international staging assignments, each alternative has both positive and negative influences. For example, as scholars mentioned that the short-term assignments are the most popular form of non-standard assignment. At the same time, they also identify the following situations in which short-term assignments are used in MNCs: (1) Problem solving or skills transfer; (2) for control purposes and; (3) for managerial development reasons. And the disadvantages: (1) taxation issues ¸ particularly for assignments over six months duration, (2) the potential for side-effects such as alcoholism and marital problems (3) failure to build effective relationships with local colleagues and customers and (4) work visas and permits (Tahvanainen et al., 2005) . Eventually, the challenge for IHRM practitioners is to ensure that each international assignment has clearly defined goals and in this context to continue the advancement of techniques aimed at measu ring the return of investment on international assignments. 5. Retaining subsidiary staffs retention It can be argued that the retention of staffing in the multinationals subsidiary conducts huge influence. The transfers between the PCNs, HCNs and the TCNs are the big issues in the staffing management strategy. Scolders identify that the HCNs and TCNs who are sent to the corporate headquarters (HQ) called inpatriates. As this article mentioned before, the ethnocentric approach, the polycentric approach, the regioncentric approach, and the geocentric approach are the four major nationality staffing policies in the international staffing, by analyzing the complex and the new situation appear in the relationships between the HQ and subsidiary, B. Sebastian Reiche (2007) explores the international stiffing-related retention strategies . Firstly, he claims that a pluralistic and consensus-driven approach to international staffing enhances the retention capacity of international staffing practices through increased responsiveness to and involvement of the respective local unit. He states that the knowledge and skill from the local staff can help multinationals to reduce the risk and culture-bound in the local market. He also believes that this approach can improve the loyalty of local staffs, and the local staff can achieve individual career plan to cohere the institutional development plan. At the same time, he states that the PCNs still act as the vital role for informal controlling and coordination in the multinational companies. Secondly, he indicates that expatriation of local staff can help to retain the MNCss retention. In this approach, he states that the â€Å"inpatriates can share their social and contextual knowledge of the subsidiary environment with managers at the HQ. And also inpatriates tend to be accepted by HCNs more willingly than foreign personnel.† According to the literature review, we can see that the staffing management is the big and critical issue in the multinational human resource management. Although some models and some rules can be used in the staffing management in multinationals, there is no magic formula which we can follow, and there is no silver bullet that gives the kill. Simultaneity, I also find some challenges and some new patters of the staffing management in multinationals, in order to get the better understanding about the staffing management strategy in multinationals, and to prove some confused questions in my minds, like why are there so few women on international assignments? The designed qualitative research which addresses the staffing management in multinational companies will be presented as the following: Methodology A successful qualitative research should have the clear introduction about the research methods, the detailed and scientific research, and the justice and related data analysis. In this part, how to develop and execute this qualitative research will be described: 1. Research methods Research methods are the tools to be used in this qualitative research. It is the basic elements to do the research, and the better and clear understanding is helpful and necessary for the success of the research. In the following part, I will introduce some research methods which will be used in this qualitative research. In-depth interview: are typically used in survey development. One-to-one interviews are conducted (with people meeting the criteria for completing a particular survey) when individuals complete the instrument. This method helps investigators understand how people perceive and interpret language and their own experiences as they refine the survey instruments. Five persons (individual profiles as the following table) will be interviewed to talk about this project. The questions sheet was designed for the interview. The purpose of the interviews is to figure out the strategic about the staffing management in the multinational companies, especially the challenges in the multinational is the major issues in the interview. Interviewees Age Gender Background Working experience 36 Male PHD Electric Engineer 7 years Engineer 33 Male Master engineer MPM 5 years HR manager 32 Male Master MPM 4 years marketing manager 29 Female Master MBA 2 year HR 25 Female Master MBA 1 year HR 2. Research Procedure In this research, the five persons who have the background with working in the multinational companies or who have the academic ideas about the human management will be involved in this research. This research have two parts, the first part will discuss about the important position for staffing management in one multinational company. The second part is about the challenges, and tries to find the solutions for those challenges. 3. Data collection and analyzing In this stage, the enough and useful data is necessary for qualitative research. Collecting data is the key step to achieve the research goal after in-depth interview and case study. Based on the four challenges about the human resource management in the multinational companies, through the in-depth interview with five persons and the case studies, the result about this research is to find the way how to solve those challenges. 4. Research Schedule All the research development will follow the deliverables on the course outline. Proposal: Deadline is February 20 Interview protocol: Deadline is March 12 Interview: Deadline is April 10 Oral presentation: Deadline is April 16 Research report: Deadline is April 28 5. Interview 5.1 Interview plan Traditionally, the detailed plan is the first step for a success interview. For me, the major thing should be described is about the interview tools. The in-depth interviews are typically used in the interview. One-to-one interviews are conducted as the individuals complete the instrument being tested. This method helps investigators understand how people perceive and interpret language and their own experiences as they refine the survey instruments. At the same time, based on the topic which is staffing management in the multinational companies, I will choice the telephone interview too. Five persons will be interviewed to talk about this topic. The purpose of the interviews is to figure out the strategic about the staffing management in the multinational companies, especially the challenges in the multinational is the major issues in the interview. Three persons are chosen from the classmates who had or have the working experience in the multinational companies, the forth person is my friend who works in a multinational company in Toronto, and I will meet him in the weekend to do the interview. The last person works in Montreal, and I will take a telephone interview. 5.2 Level of Language The effective communication is the critical issues for the success of the interview. The better understanding is helpful to achieve the purpose of the interview. 5.3 Interview questions Do you think the staffing management is a critical issue for multinational companies? Do you think staffing issues are different and complex in the multinational companies? Should there different strategic between the employees in local/ host-country nationals (HCNS), expatriates/parent-country nationals (PCNS), and third-country nationals (TCNS)? How to motives the expatriate employees? How to make the justice between local and expatriate employees? How to implement the performance management for the host-country nationals? How to manage the diversity management? Why are there so few women on international assignments? What kinds training are necessary for the international assignees? What are the challenges about staffing management in the multinational companies? 5.4 Analyses about the interview questions As I mentioned before, five persons were be interviewed to talk about this topic. Three persons are chosen from the classmates who had or have the working experience in the multinational companies, one person who works in the AMD in Toronto, I was meeting him last weekend. And another person who works in Montreal, I already called him to do the telephone interview. Those entire people have the common thinking which is staffing management is very importance and diversity in multinationals. The detailed analysis about the interview questions as following. 1. Do you think the staffing management is a critical issue for multinational companies? The same answers from five interviewees. All of them given yes to this question. Analysis: People are one of the most important parts in the multinational companies. The staffs are from different countries, they have diverse cultures, religions, and working styles. Therefore, the working environment can be very complex. Finding skilled and talented personnel and motivating them then become more and more important. How to resolve problems and conflicts, and integrate the diverse human resource and management is going to be a critical issue. 2. Do you think staffing issues are different and complex in the multinational companies? All of five interviewees answered yes in this question. Analysis: Compared to the national company, the multinational companys target market may be numerous country or while world. According this situation, the employees of multinational companies have different culture, religion and life habit. The employees diversiform culture background can help the multinational company understand the local market environment; however, it increases the cost of staffing management. The multinational companies should pay more an attention on the HR management. The enormous human resource data and complex work environment is a trouble for the multinational companies. At the same time, communication problem is also critical when people speak different languages. 3. Should there different strategic between the employees in local/ host-country nationals (HCNS), expatriates/parent-country nationals (PCNS), and third-country nationals (TCNS)? The answer is yes. Analysis: Based on the countries different conditions like economic, living standard, market, etc. The local, expatriates and third-country nationals employees are in the different positions. The HCNS are familiar with the culture, environment, and the communication habit. Therefore, the management strategy can be very simple and easy. However, for the PCNS and TCNS, they are unacquainted with the country, and it is harder to accommodate themselves with the new living and working environment. So the communication process will be more complex. Consequently, the companies should use different strategies between the different nationals employees. 4. How to motives the expatriate employees? In this question, building own company culture which is not only local culture but also expatriate and recognizing the and respecting the different culture and habits has been mentioned in all five interviewees. As interviewees C states that familiarizes the new employee to the companys culture, business values, people, organization and processes in an efficient manner. Then, helping the person fit into their new environment, lowers feeling of isolation and anxiety, and increases feelings of comfort, security and belonging. Also, creates a favorable impression and attitude. At the same time, interviewee D thought that Special benefits and holidays are the necessary and important rules to motives the expatriate employees. 5. How to make the justice between local and expatriate employees? The answers about this question related to the understanding about culture and habits and the performance evaluation. Firstly, a series of regulations and rules should be created, Then, try to avoid bias, think objectively, and stand by different positions to see the view. At the same time, the performance evaluation should have the same standard. 6. How to implement the performance management for the host-country nationals? The performance management should be made based on the appraisals which provide legal and formal organizational justification for employment decisions. Also, the appraisals are used as criteria in test validation and provide feedback to employees. Meanwhile, the appraisals can help establish objectives for training programs and determine organizational problems 7. How to manage the diversity management? In this question, there are many answers: A, create chance to know each other B, Equal opportunities is just one part of diversity, detailed policies and procedures should be user-friendly. C, establish a heterogeneous workforce performing to its potential in a fair work environment where no member has an advantage or disadvantage for any reason other than merit. E, Establish training system to reduce fail and conflicts. Establish effective communication to exchange information in time. 8. Why are there so few women on international assignments? In this question, there have the different answers between the male and female interviewees; two male interviewees state that this situation based on the history, culture, like working capability of women cant be accepted by everyone. One male interviewee claims that he did not find this situation because one of the groups in his department is all women who are in charge of both local and international assignments. The two female interviewees said that Women have more family and emotional burden, and women always lack of career progress (glass ceiling). 9. What kinds training are necessary for the international assignees? In this question, most interviewees mentioned that the international assignees should be trained of the knowledge of culture, religion, value and working style. Interviewee B still talked about the training should be connected with Sexual Harassment, Legal Issues and Global Corporate Finance. 10. What are the challenges about staffing management in the multinational companies? Touch different thinking approach and culture How to Improve Expatriate-Local Relations How to respect the diverse values, and establish the same corporation values is most challenge Conflicts between cultures, communication problems, performance standard. Unions want to cooperate but compete with each other for jobs Finding and Results The interviews proved my viewpoint that the staffing management is critical and complex to a multinational. Therefore, to successfully achieve its goal, the multinational not only insist its successful experience and culture but also should adjust the strategy due to the diversity and complexity of human resource management which includes the staffing management strategy. In my research, I focus on two aspects: first is about the importance of staffing management in multinational, which even should be considered as the most crucial part in multinationals life. My interview has proven my standpoint, all interviewers agree on the importance of staffing management. A mistake the multinationals may make is they believe the successful experience in the home country will work well in other parts of the world. But the fact usually says no. Therefore, the multinationals need to learn how to face the â€Å"difference† in different thinking ways, policy, culture and peoples desires. Thu s, the second aspect is how to make and implement the proper staffing management due to de complexity and difference of country situation. Base on this understanding, I listed my questions like â€Å"How to motives the expatriate employees†, â€Å"How to manage the diversity management?† and â€Å"What kinds training are necessary for the international assignees†. Most of these questions relate to the people. Undoubtedly, people are the most important factor in all aspects. No matter how correct a decision or strategy has been made, it depends on how people implement it. My interviewees answered the questions through different aspects which base on their experience. Clearly, all of the answers based on one common point that the staffing strategy has to meet peoples basic demands, culture, and inspire them properly. Above all, the interviews supported my original viewpoint and extended my visions in several aspects which I learned from the literatures. I will giv e the conclusion in next part. Conclusion In the past ten years many business cases proved that human resource management especially the staffing management is the critical factor for the business successful. Based on the analysis about the interviews, I got some conclusion. Firstly, the staffing management is the critical issue for the multinational has been proved. People are one of the most important parts within the company. People with different culture will cause a lot of problems because of culture differences for multinational companies. Because of globalization, business are not just addressed within a Country, and it becomes global as well. So how to find, select and train skilled and talented personnel and motivating employees then become more and more important. Secondly, the staffing management issues are different and complex in the multinational. These issues still related to the culture understanding. Different people have the different thinking ways based on the individual background, and different nations h ave the different habits by the history, religion, policy, etc. So, employees in a multinational have the different thinking ways for the same thing. Those results result to the complex and different staffing strategies. Thirdly the culture shock is another bid issue for the staffing management in the multinationals. All of the five interviewees talked about the better understanding of the different culture and habits, it indicates that diverse culture, religions thinking ways and working style become more and more important in the multinationals, and taking the justice between local and expatriate employees is very important too. In fact, as we all known, staffing for a multinational company is complicated by the more diverse environment , such as business, economic, political, legal, cultural implications and the Parent companys need for control. At the same time, as I mentioned before, there is no magic formula which we can follow, and there are even more challenges that Human Resource has to face when the organization goes international. In a multinational corporation, one of the most difficult tasks is to effectively manage people in various countries and cultures. As we discussed before in this article, the employees are the base for the company, and human resource management is the critical factor for the business successful. According to the situation of human resource management in one organization, the HRM managers take special responsibilities. In fact, there is also no denying that the status of the HRM in the enterprise will be higher than before throughout the next decade. At the same time, with the development of global economy, the multinationals acted the more and more important roles in the global trade. This fact enforce the enterprise have to developmen

Stevensons Use of Setting in The Strange Case of Doctor Jekyll and Mr.

Stevenson's Use of Setting in The Strange Case of Doctor Jekyll and Mr. Hyde "The strange case of doctor Jekyll and Mr. Hyde" was written by Robert Louis Stevenson in 1885. The story is set in the late nineteenth century in central London. At the time London was a dark place, were a series of gruesome crimes had taken place, although it was the largest city and richest in the entire world, it contained extremes of wealth and poverty, it was almost as if there was a dividing line, as if was London two different worlds in one city. One side was wealthy and the residents were well mannered, the other side was dirty and mucky, Stevenson used this to help us understand the idea of one person with two sides one good and one bad in the novel. The novel is both horror and mystery, as we don't know who Hyde is or how Jekyll and Hyde are connected. Having all these unanswered questions makes it mysterious. It is also a horror as we read about this evil man Hyde trampling over a young girl and brutally murdering an innocent man. Stevenson's purpose is to show the duality of human nature; the dividing self, that there are different sides to everybody. No one is totally innocent everybody has good and evil inside of them. In chapter one Utterson and Enfield are walking one afternoon and they pass a door and Enfield starts to tell a story about this door and how Hyde trampled over a young girl then used this door to enter and come out with a cheque for the girl's family. We hear a lot about this door from Enfield. This door is described as an odd door for around this place in London having windows and the wall around it was said to be "di... ...the evil side of a person in the duality of nature. In chapter four a maid witnesses Hyde murdering the wealthy sir Danvers Carew, the weapon used to kill him is recognized by Utterson as Dr Jekylls and as the police investigate they find a burnt cheque book of Jekylls. The violent description of the murder helps us to understand and see who the real murderer is and how evil he is, and what Hyde is really capable of. "She was surprised to recognize him as a certain Mr. Hyde", this shows Hyde is known to many people around. We get to see the duality of nature in Utterson which we haven seen before, as he shows his hate for Hyde by taking the police to his house in Soho. Showing he is also has evil within him. In this chapter we also see how evil Hyde actually is by how he brutally murder sir Danvers Carew.