How to Improve Your Public Speaking Skills free essay sample

Speaking Skills Public speaking skills are valuable both in your personal life and career. However, many people do not want to be a public speaker because they are not confident enough when they give a speech in front of people. These tips below can help you to become a better public speaker. First, pay attention of your stage presence when you are gluing your speech. Good public speakers appear confident, friendly, and enthusiastic.Confidence comes from hosing a topic you like and researching It well. Also, act confident until you feel confident. It can help you to reduce your anxiety. In Dalton, your enthusiasm will naturally follow when you enjoy your topic. Second. Your voice is the most important tool to employ as a public speaker. When you are giving your speech, vary the pitch and volume of your voice. It is the essential things to help the audience to understand your main point. We will write a custom essay sample on How to Improve Your Public Speaking Skills or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If your voice is always sigh, you may hurt your audience ears. But if you voice is always low, your audience will miss your information. Third, use the appropriate body language. You can use it to deliver your message but not too much. If you are using your body language too much, then your audience will get distracted and they are paying attention to your body language more than your main Ideas. In addition, be aware of your facial expressions as well, they should match the message you are delivering.When you tell them a sad story, your mimic must synchronize with your story. Fourth, when it comes to public speaking, delivery is everything. Even if you have a great voice and good body language, your message will get lost if the audience cant easily follow what you say. Avoid sounds like um and ah during your speech, carefully articulate and pronounce your words, pause between ideas, all of this technique can be applied to maintain a good delivery for your speech.

Coursework Helper Essays

Coursework Helper Essays Coursework Helper Essay Coursework Helper Essay Coursework cure refers to the backing offered to academic works undertaken by a critic throughout a unambiguous period of the course being taken. The master-work required of students all things considered follows a program that comprises of a figure up of prerequisites to accomplished the course. No affair what plane or program the commentator in enrolled in, may it be undergraduate, masters, doctoral or honors programs, provision of fixed efficiency is imperative. There may be unfluctuating instances that the undertaking itself may necessitate aid, compelling students to endeavour help from a tally of sources.The slave away submitted alongside the students may restyle, and may take in essays, assignments, reports, useable and written tests, to style some. The output is then assessed around their teachers or professors, from which a area of their grades will be coming from. This may perhaps be the as a result of why most students rely heavily on these assignments to pass their course s with fair marks. This may also be the saneness why a army of students secure relevant help from people who can refrain from them with their erudite requirements. Another reason why students ask for for support to executed their requirements is the in good time constraint required in favour of by each project. Balancing onea^ˆâ„ ¢s time while in college may test quite difficult in behalf of some because of the collegiate consignment of their courses coupled with the other tasks that they suffer with to perform. A lot of students feel that they can optimize their prematurely, energy and abilities if they look for help from mask sources to assistants them with their load. Commonly, the said requirements are captivated separately from their terminal exams. Thus, students who make over to people who can further them can service perquisites too by giving them more unceasingly a once to converge on their end exams; allowing those who longing remedy them destruction the other requirements through despite the course. Some assignments which can extras greatly from source backing include research composition, scribble literary works dissertations, essays, and words reports, and theoretical at liberty to moniker a few. Students, however, must be careful in choosing who to pivot to when they need help fulfilling their hypothetical requirements. People or companies who offer support to students who need succour in their scholastic shape are a certain extent common. This may be partly because of the costly call for in favour of their services, which is also the case why of people and companies who offers dishonourable services thrive. Students be required to then work out immense care in choosing who to reorganize to. Deficiency to determine competent and credible people and companies who can assistant them with their hypothetical requirements can development to more evil than good. Coursework Writing may be turned to if students believe the essential on the side of it. Students essential be entirely aware in choosing who to certitude though. Although it is kind to attract safe friends and school mates to refer exceptional people or companies who can be of help, they must also remember that what works fabulously in the service of whole may not incontrovertibly work as splendidly quest of him/her. The proper credentials of those who bid their alleviate necessity be reviewed to impel firm that peerless arrogate is offered. Free Online Dating at online personals site Free Online Dating Sites for singles, with personals, and Matchmaking.

Coursework Helper Essays

Coursework Helper Essays Coursework Helper Essay Coursework Helper Essay Coursework cure refers to the backing offered to academic works undertaken by a critic throughout a unambiguous period of the course being taken. The master-work required of students all things considered follows a program that comprises of a figure up of prerequisites to accomplished the course. No affair what plane or program the commentator in enrolled in, may it be undergraduate, masters, doctoral or honors programs, provision of fixed efficiency is imperative. There may be unfluctuating instances that the undertaking itself may necessitate aid, compelling students to endeavour help from a tally of sources.The slave away submitted alongside the students may restyle, and may take in essays, assignments, reports, useable and written tests, to style some. The output is then assessed around their teachers or professors, from which a area of their grades will be coming from. This may perhaps be the as a result of why most students rely heavily on these assignments to pass their course s with fair marks. This may also be the saneness why a army of students secure relevant help from people who can refrain from them with their erudite requirements. Another reason why students ask for for support to executed their requirements is the in good time constraint required in favour of by each project. Balancing onea^ˆâ„ ¢s time while in college may test quite difficult in behalf of some because of the collegiate consignment of their courses coupled with the other tasks that they suffer with to perform. A lot of students feel that they can optimize their prematurely, energy and abilities if they look for help from mask sources to assistants them with their load. Commonly, the said requirements are captivated separately from their terminal exams. Thus, students who make over to people who can further them can service perquisites too by giving them more unceasingly a once to converge on their end exams; allowing those who longing remedy them destruction the other requirements through despite the course. Some assignments which can extras greatly from source backing include research composition, scribble literary works dissertations, essays, and words reports, and theoretical at liberty to moniker a few. Students, however, must be careful in choosing who to pivot to when they need help fulfilling their hypothetical requirements. People or companies who offer support to students who need succour in their scholastic shape are a certain extent common. This may be partly because of the costly call for in favour of their services, which is also the case why of people and companies who offers dishonourable services thrive. Students be required to then work out immense care in choosing who to reorganize to. Deficiency to determine competent and credible people and companies who can assistant them with their hypothetical requirements can development to more evil than good. Coursework Writing may be turned to if students believe the essential on the side of it. Students essential be entirely aware in choosing who to certitude though. Although it is kind to attract safe friends and school mates to refer exceptional people or companies who can be of help, they must also remember that what works fabulously in the service of whole may not incontrovertibly work as splendidly quest of him/her. The proper credentials of those who bid their alleviate necessity be reviewed to impel firm that peerless arrogate is offered. Free Online Dating at online personals site Free Online Dating Sites for singles, with personals, and Matchmaking.

Australian Law Essay Example | Topics and Well Written Essays - 750 words

Australian Law - Essay Example â€Å"Decisions of the High Court are binding on all other courts throughout Australia† (High Court of Australia 2010: The High Court of Australia is the uppermost Court in the judicial system of Australia, the Court of "last resort", in the judicial system of final appeal. It has its origins in the Australian Constitution, Section 71 of which affirms: â€Å"The judicial power of the Commonwealth shall be vested in a Federal Supreme Court, to be called the High Court of Australia, and in such other federal courts as Parliament creates, and in such other courts as it invests with federal jurisdiction† (The High Court of Australia n.d: 1). The High Court shall comprise a Chief Justice and also a lot of other Judges, not below two, as the Parliament has laid down. The fundamental functions of the High Court are to construe and support the Constitution, to construe Federal law and to attend to cases referred from other Courts. Therefore, it is the purpose of this essay to d iscuss why a decision of the High Court on the constitutionality of a Statute will be seen by the Government as a further serious setback to its legislative reform plan than a judgment by a Judge of a State Supreme Court in understanding the meaning of an important provision in the statute, in a way contrary to the Government’s goal.... of this essay to discuss why a decision of the High Court on the constitutionality of a Statute will be seen by the Government as a further serious setback to its legislative reform plan than a judgment by a Judge of a State Supreme Court in understanding the meaning of an important provision in the statute, in a way contrary to the Government’s goal. The Australian Constitution states that the power to create laws is vested in the Parliament. At the same time, the power to understand laws and to judge whether they are relevant in individual cases is vested in the High Court and other Central Courts. Actually, one of the important functions of the High Court is to interpret the Constitution. For instance, the Australian High Court can rule a law to be illegal which is beyond the authority of Parliament to enact and so of no effect. Such a condition would be seen by the Government as an obstruction. The Australian Constitution founds the Federal Government by providing for the Parliament, the Judiciary and the Executive, that is identified as the three pillars of governance or as the policy of â€Å"separation of powers† (Clark 2009: 972). Parliamentary Government means that the Executive Government comes from in the Parliament. Accountable Government means that the Executive Government is accountable to the Parliament. The rule of â€Å"separation of powers† is to prevent an oppressive government. The â€Å"three branches of government† constituted by the Legislature, Judiciary and Executive, work as checks and balances on each other (About Parliament. n.d:1). The Judiciary is â€Å"independent† of the other two arms of Government (1). That independence is one of the main critical safeguards of the democratic system of the country. The Executive is the managerial part of

Understanding business operations Essay Example | Topics and Well Written Essays - 2000 words - 1

Understanding business operations - Essay Example Supply chain management integrates the key business processes, from end user through original suppliers. Companies and corporations involve themselves in a supply chain by exchanging information regarding market fluctuations and production capabilities. Technology can be used effectively to enhance the performance of the supply chain to ensure value propositions at all points of the supply chain. Ensuring superior value propositions based on customer service leads to competitive advantage. If all relevant information is accessible to any relevant company, every company in the supply chain has the possibility to and can seek to help optimizing the entire supply chain rather than sub optimize based on a local interest. This will lead to better planned overall production and distribution which can cut costs and give a more attractive final product leading to better sales and better overall results for the companies involved. The primary objective of a company’s supply chain management is to fulfil customer demands through the most efficient use of resources, including distribution capacity, inventory and labour. A supply chain seeks to match demand with supply and do so with the minimal inventory. Various aspects of optimizing the supply chain include liaising with suppliers to eliminate bottlenecks; sourcing strategically to strike a balance between lowest material cost and transportation, implementing JIT (Just In Time) techniques to optimize manufacturing flow; maintaining the right mix and location of factories and warehouses to serve customer markets, and using location/allocation, vehicle routing analysis, dynamic programming and traditional logistics optimization to maximize the efficiency of the distribution side. Incorporating SCM successfully leads to a new kind of competition on the global market where competition is no longer of the company versus company form but rather takes on a supply chain versus supply chain form. When a firm sustains

The literature relating to Effects of Internet Essay Example for Free

The literature relating to Effects of Internet Essay This chapter discusses the literature relating to Effects of Internet use and Internet Addiction (IA). The first section introduces the background of the Internet and identifies the prevalence of IA. The second section discusses the definitions of addiction and their relevance to IA. Background of the Internet The Internet was established in the early 1960s and subsequently became a mainstream communication vehicle (Moschovitis, Polle, Schuyler, Senft, 1999; Schneider, et al., 2006). Since that time, there has been remarkable growth in the Internet‟s functionality, capacity, accessibility and convenience. These improvements have encouraged more people to use it more often, and it has become a powerful application in modern society. As of 2010, 28.7% of the worlds population used Internet services (Internet World Stats, 2010b). The Internet is a massive, computer-linked network system used globally to access and convey information, either by personal or business computer users; it is also used for communication, research, entertainment, education and business transactions (Kraut, et al., 1998; Schneider, et al., 2006). Today, the Internet can link all online computers so that people can use it to communicate throughout the world (Schneider, et al., 2006). Prevalence of IA. The prevalence of IA has been examined in many countries among school student cohorts (see Table 2.1). IA has been reported at a wide range of rates, from a low of 1% in Greece (Tsitsika, et al., 2009) to a high of 36.7% in Italy (Milani, et al., 2009). Most research has reported a prevalence rate 10% or less, for example, 1.6% in South Korea (Kima et al., 2006), 2% in Norway (Johansson Gà ¶testam, 2004), 2.4% in China (Cao Su, 2006), 4% in South Korea (Lee, et al., 2007), 4.6% in Australia (Thomas Martin, 2010), 6% in Poland (Zboralski, et al., 2009), and 7.1% in China (Lang, Jia, Li, Su, 2008). However, a few studies have reported a high prevalence rate of IA among students, for example, 10.7% in South Korea  (Park, Kim, Cho, 2008), 10.8% in China (Lam, et al., 2009), 18.2% in Taiwan (Ko, et al., 2007), and 36.7% in Italy (Milani, et al., 2009). Internet addiction. The first study of IA was conducted by Young (1996), who reported that 79.88% of 496 general Internet users were classified as Internet dependents, using the 24 Diagnostic Questionnaire DQ via email and telephone survey. IA has increasingly been recognized as a potential problem since the introduction of the term by Goldberg in 1996 (Marshall, 1999). While different approaches to different addictions fill the literature, essentially the same ideas about addiction and many of the same behaviours are being described, whether it is substance dependence, pathological gambling, or technology addiction, (Horvath, 2004; McIlwraith, et al., 1991). IA has generally been defined as an inability to control the use of the Internet, causing psychological, social, family, school and work impairment (Davis, 2001; Young Rogers, 1998). However, the terminology or labels for IA are inconsistent in the literature. This study uses the term IA to encompass all the various terms used in the literature. As yet, there are no standard diagnostic criteria for IA agreed upon in the literature. Nevertheless, most researchers acknowledge the existence of IA. As Griffiths (1998) noted, â€Å"Excessive use of the Internet may not be problematic in most cases but the limited case study evidence suggests that for some individuals, excessive Internet use is a real addiction and of genuine concern† (p. 73). Researchers have also tried to develop an accurate assessment tool in order to diagnose IA. For example, a well known assessment tool to classify IA was introduced by Young (1996) in the form of an eight-item Diagnostic Questionnaire (DQ) which was based on pathological gambling criteria. The DQ utilizes a set of yes/no questions regarding preoccupation with the Internet, the amount of time spent on the Internet, and the negative impacts of the Internet use. Since the introduction of Young’s instrument (Young, 1996), several other assessment tools have been developed.

Symptoms And Treatments In Cystic Fibrosis

Symptoms And Treatments In Cystic Fibrosis Abstract Cystic fibrosis (CF) is one of the most common genetically inherited diseases which can cause premature death in western populations, with 1 in 2000-3000 new born babies being found to be affected by Cystic fibrosis in Europe [1]. The disease is caused by defective chloride ion channels along the epithelial membrane of the lungs, pancreas and other organs; although there are several hypotheses as to how this dysfunction specifically gives rise to the typical symptoms. The complications associated with the disease are varied, the most significant being the build up of abnormally thick excess mucus which can cause impaired function of the lungs and other major organs. Fortunately research into new treatments has significantly improved the life expectancy of people suffering from this disease. This essay discusses the causes Introduction The name cystic fibrosis refers to the generation of cysts in the pancreas and the formation of excess fibrous connective tissue in the lungs. The internal organs which suffer the most damage as a result of this disease are the lungs and the pancreas; although a variety of other organs are also affected. The first clinical recognition of cystic fibrosis didnt occur until the 1930s when its symptoms were observed and characterised by Dr. Dorothy Anderson. The recessive nature of the disease was confirmed in the mid-forties after an investigation involving over one hundred families; although the defective gene that causes the disease wasnt isolated for another forty years when it was discovered in 1989 by reverse genetics. After the breakthrough in the forties general understanding of the disease increased steadily over the next couple of decades with a major clinical advancements in diagnostics occurring in the fifties with the development of the sweat test. As cystic fibrosis is the result of an autosomal recessive disorder, the sufferer will have to of inherited two copies of the mutated gene (one from each parent) in order to be affected by the disease. The mutation takes place in a single gene on chromosome 7. This faulty gene leads to the development of a defective cystic fibrosis transmembrane conductance regulator (CFTR) protein. In healthy people the CFTR proteins form ion channels to transport chlorine ions across the epithelial membrane of the lungs, pancreas, sweat glands and other organs. It is also thought to regulate the activity of other chlorine-selective channels and some cation-selective (sodium ion) channels. Ions can then pass through these channels thereby maintaining the water potential of the cells. When the fine balance of ion concentration is affected less water is able to pass across the epithelial membrane by osmosis causing excess and highly viscous mucus to build up in the affected organs, resulting in severe long-term respiratory and digestive problems. The human lungs are adapted for use in aerobic respiration by providing a thin, moist surface for gas exchange to take place between the pulmonary arteries and the external environment. For gas exchange to be effective the respiratory surface must comply with Ficks law which requires that the surface area is large, moist and thin to enhance permeability. The resulting fibrosis caused by the disease greatly affects the permeability of the lungs and hence reduces their capacity for gas exchange. Molecular mechanisms There are over 1500 types of mutation which can cause a defect in the CFTR protein, the most common of which is a deletion of phenylalanine at position 508 (à ¢Ã‹â€ Ã¢â‚¬  F508) which Is the cause of approximately two-thirds of CF cases. The mutations are categorised into six classes determined by their impact on the resulting functionality of the CFTR channels, ranging from reduced to complete non-function. Class I, II and III mutations all result in the absence or substantial reduction of functional CFTR. Class I mutations cause a complete lack of protein production due to premature stop codons arising in the genetic code whereas class II mutations produce a protein that doesnt fold properly and so is consequently degraded by the cell. In a class III mutation the lack of effective binding with ATP molecules leads to the defective regulation of CFTR and so again is classified as being non-functional. Classes IV and V still permit the development of functional CFTR albeit with reduced capacity for chloride ion transport or with reduced production of functional CFTR in general due to promoter mutations that decrease transcription [2]. Class VI mutations also produce functional CFTR although its degradation is greatly accelerated. The F508 deletion results in a class II mutation. There are four main hypotheses as to how this defective gene causes disease although it is not known whether the disease is caused by one or a combination these hypotheses. Two of these, the low volume and high salt hypotheses, provide a detailed description of the complications that arise as a result of faulty CFTR by taking into account the composition of airway surface liquid (ASL). Low volume hypothesis In the case of the low volume hypothesis it was postulated that there is little to no difference in the salt concentration of ASL between healthy people and those suffering from cystic fibrosis. This hypothesis suggests that the symptoms of cystic fibrosis are caused by a dysfunction of the CFTR gene resulting in damaged or ineffective sodium ion channels. The damage caused is ergogenic and reduces the inhibition of the ion channels leading to the excessive movement of sodium ions from the ASL into the airways. The increased concentration of positively charged sodium ions in the airways then drives the absorption of chlorine ions and water, reducing the volume of ASL and dehydrating mucus. The dehydrated mucus becomes highly viscous and the cilia present on epithelial cells which are used to aid the clearance of mucus and to increase lung surface area become compressed by the mucosal build up. This compression of cilia inhibits the clearance of mucus which then continues to build up, further reducing the lung surface area. The excess mucus can also form hypoxic niches that can harbour colonies of pseudomonas aeruginosa. Build up of mucus physically reduces the lung surface area affecting the efficiency of gas exchange. The mucus build up also increases the compression of cilia on epithelial cells which inhibits clearance by cilia and coughing. High salt hypothesis The high salt hypothesis assumes that the airway surface liquid of healthy individuals has a relatively low salt concentration when compared to the ASL of cystic fibrosis sufferers. It suggests that the symptoms of the disease are caused by the disruption or complete absence of CFTR function which causes excess sodium and chloride ions to be retained in the ASL. This increased retention of chloride ions leads to the ASL having an abnormally negatively charged composition. This abnormality impairs the activity of the bodys natural bactericidal enzymes such as lysozyme which rely on electrostatic interactions to attach to the bacterial cell walls; thus allowing bacterial infection to persist in the hypoxic niches formed within the lungs. Abnormally high inflammation It has been speculated that the defective CFTR itself may be the cause of excessive inflammation in the airways. However there is limited evidence to suggest that the defective CFTR is a cause of excessive inflammation in itself but rather that it interferes with the regulation of autophagy. Autophagy is the process by which defective proteins are degraded in order to maintain the balance between the recycling and synthesis of cellular products, for example the degradation of defective CFTR by the cells own lysosomes. Research indicates that large amounts of defective CFTR inhibits autophagy, leading to an accumulation of aggresomes which can cause inflammation in the lungs [3]. The resulting inflammation is what gives rise to the characteristic scarring of lung tissue. CFTR bind with P. Aeruginosa Chronic bacterial infection is common amongst all cystic fibrosis sufferers, specifically the bacterial species pseudomonas aeruginosa which binds readily to the CFTR protein. In healthy people the body initiates an immune response in order to fight off the infection. In cystic fibrosis suffers there is enhanced binding between p. Aeruginosa and the CFTR protein, the bacterium is also able to bind without initiating an immune response. The compromised immune response combined with reduced ability to clear mucus due to compressed cilia further increases the risk of severe infection. Symptoms Visible characteristics typical amongst suffers include a slightly meagre appearance due to inefficient absorption of nutrients and the famously salty sweat used to confirm CF diagnosis. Low levels of oxygen in the tissues due to impaired gas exchange between the lungs and the bloodstream can cause clubbing of the fingers and toes Salty sweat The salty sweat associated with the disease like so many of its symptoms is again caused by faulty CFTR present on the sweat ducts. As sodium ions leave the sweat ducts through ion channels chloride ions follow through them through the CFTR protein channels. However, in cystic fibrosis patients dysfunctional CFTR channels prevent the outward flow of chloride ions from the sweat ducts. The resulting high chloride ion concentration in sweat ducts creates an electrochemical gradient which pulls more positively charged sodium ions into the ducts where the ions combine to form salt (NaCl). The salt is then secreted through pores in the skin resulting in very salty sweat as very little NaCl is reabsorbed. Salt sweat concentration of greater than 60mEq/L is generally considered significant enough to make a diagnosis, although further test may be required. Although poor growth can pose its own health risks the most severe symptoms are caused by the diseases capacity to cause damage to the internal organs. Endocrine CF is commonly referred to as an exocrine disorder meaning the resulting dysfunction affects glands which secrete their products through a duct to the surface of the body or of an organ, sweat glands and pancreatic ducts being an example of this. However some complications can arise in the bodys endocrine glands, glands which secrete their product directly into the bloodstream. Disorders of the endocrine glands tend to affect the secretion of hormones. Damage to the islets of langerhans within the pancreas can impair the secretion of insulin which can eventually lead to CF related diabetes. Pulmonary Lungs are the predominant source of infection, vulnerable to different species of bacteria although P. Aeruginosa becomes predominant; eventually these bacterial colonies form a biofilm which is difficult to remove with antibiotic treatments. The thickening of mucus creates environmental niches suitable for harbouring bacteria. High levels of infection result in an inflammatory response which often leads to extensive tissue damage and scarring regarded as the characteristic fibrosis of the lungs. The resulting fibrosis damages the epithelium of the lungs, making gas-exchange inefficient. Thick mucus also physically reduces the surface area Implications for other organs The lungs arent the only organs that suffer damage as a result of cystic fibrosis Diverse range of other organs affected, majority of these form a part of the alimentary system Lacking digestive enzymes in the intestines Absence of these digestive enzymes impair patients ability to breakdown and therefore digest their food. This generally results in poor growth but in extreme cases can cause severe malnutrition. Alimentary system all digestive systems The formation of cysts blocks ducts in the liver and pancreas preventing the secretion of essential digestive enzymes and hormones. Blocked ducts prevent secretion of enzymes/hormones? Mainly the pancreas which affects absorption of nutrients and can lead to poor growth in suffers Blockage of ducts in the liver New born babies can suffer from meconium ileus, an inability to pass their first faeces (meconium). The resulting ileus can cause blockages in the intestines that can cause rectal prolapse due to the strain involved in producing a bowel movement. Common associations between cases of meconium ileus and CF led to it being used as a postnatal diagnostic technique. Excess viscous mucus isnt only a problem in the lungs. Organs of the alimentary system can also be affected. Thick mucus can block pancreatic ducts preventing the secretion of vital digestive enzymes into the duodenum. The body is then unable to effectively extract nutrients from the ingested foods. Malabsorption is a common symptom of CF generally resulting in poor growth but in extreme cases can cause severe malnutrition. Fertility problems Fertility problems related to CF usually occur before birth whilst the foetus is still developing. Blocking of or complete absence of the connective tube (vas deferens) between the testes and ejaculatory ducts in males means that although they are not sterile they are unable to conceive children by traditional intercourse. In women thick mucus can cause blockages in the cervix or their ovulation cycle may be disrupted malnutrition as a result of CF related enzyme deficiencies. More than 95% of males with CF are infertile. Percentage of CF infertile source world health organisation Treatments Unfortunately there is currently no cure for CF however there are several treatments that can alleviate some of the symptoms associated with the disease, such as the use of hypertonic saline and enzyme replacement. Treatments such as gene therapy are more geared towards creating a permanent cure for CF, although at this moment in time the technology has not been perfected. Pharmacological treatments Fortunately the CFTRs are not the only chloride ion channels available on lung surface epithelium. Certain drugs can stimulate these other channels. Rcjournal. Stimulate the release of calcium or inhibit sodium channels to offset negative effects of whatever hypothesis. Hypertonic saline Major complications of CF stem from the imbalance in ion concentrations caused by the faulty CFTR gene. From this knowledge a line of treatments were developed in order to restore the ionic imbalance and hence improve the bodys ability to clear thick mucus from the lungs. The answer would need to be a sterile solution; high in salts that could be inhaled to replace the ions which werent being transported across the CFTR channels. The solution, hyper tonic saline, is a cheap and effective treatment for reducing the viscosity of mucus in the lungs. After it is inhaled the solution works by creating an osmotic gradient, drawing water into the airways, rehydrating the mucus causing blockages and reducing its viscosity hence making it easier to cleared and coughed up. Enzyme replacement Enzymes can be *injected* to restore the deficiency created by blockages of pancreatic ducts. Patients undergoing enzyme replacement therapy can expect to see improvements in growth, weight gain and general health as many illnesses arise from poor absorption of nutrients. Nutritional supplements can also be taken to replace those not being absorbed normally. Important short term treatments are giving nutritional supplements to sufferers to relieve malnourishment and promote healthy growth Nutritional plans generally involve high calorie diets rich in vitamins such as vitamin D to develop strong bones and prevent osteoporosis. Gene therapy Soon after the discovery of the defective gene in 1989 efforts were invested in finding a therapy that could target the disease at its genetic roots. Discovery of an effective method of gene therapy would open a virtual goldmine in treating not only cystic fibrosis but also other genetic diseases. One of the current gene therapy techniques for the treatment of CF involves the use of adenoviruses carrying vectors containing corrected copies of the CFTR gene. The adenoviruses carry double stranded DNA which is deposited in the nucleus of the host cell and then transcribed in the same way as the host cells own DNA. However, as this is an example of somatic gene therapy, the DNA of the adenovirus wont integrate with the host genome and the gene will not continue to be expressed after cellular division. This means the effects are not permanent and patients will require subsequent treatments to maintain the effect. There are of course risks associated with the use of viruses to incorporate functional DNA. Even though the viruses being used are non-pathogenic the presence of a foreign body can still initiate an immune response; the resulting inflammation can be dangerous for patients who are already at high risk of excessive inflammation due to immunocomprimisation. An alternative to adenoviruses are adeno-associated viruses (AAV). AAV vectors are non-pathogenic and have been shown to have a lower prevalence to neutralising antibodies when com pared to adenoviruses in vitro [4]. However they do have a relatively small genome of ~4.8 kilobases, with most gene treatments requiring the complete replacement of the viral genome. As a result of this, research is being targeted towards more effective means of gene therapy with tests being carried out with AAV and lipid-vectors. There is a trade off between the effectiveness of the method used to induce the vector. Viral vectors are more effective at integrating the vector into the host DNA compared to lipid vectors, but there is the increased risk of an immune response. Lung transplant In the most severe cases where patients are suffering from chronic infection lung transplants can be carried out where appropriate. In these cases both lungs need to be transplanted in order to prevent the new lung from being contaminated by existing bacterial populations currently present in the patient. Antibiotics Antibiotics tend to be used prophylacticaly as a pre-emptive measure for preventing infection. One common type of drugs used in treatments are macrolide antibiotics can suppress obstructive secretions in airways The macrolide antibiotics work by binding to the 50s subunit of the bacterial ribosome, thereby inhibiting protein synthesis. Conclusion The overall outlook for patients with CF has improved dramatically over the past eighty years since the first clinical recognition in the 1930s. A greater understanding of genetics has enhanced both the fields of clinical diagnostics and treatments. The future of treatments points towards gene therapy, we currently have the technology to do this but further research is needed to overcome the major obstacles such as more efficient transfer and getting the gene expression to last longer. [*http://www.who.int/genomics/public/geneticdiseases/en/index2.html#CF] http://www.medscape.com/viewarticle/576200_2 http://www.nature.com/ncb/journal/v12/n9/full/ncb2090.html http://www.nature.com/gt/journal/v6/n9/full/3300994a.html Figure 1. Sweat chloride concentrations related to cystic fibrosis (CF) diagnosis. Revised and reprinted by permission from Davis PB. Cystic fibrosis. Pediatr Rev 2001;22:257-264.Figure 1

Business Task 1 on individual report Essay

Despite its future economic prospects, the United Arab Emirates continues to suffer from corporate governance issues. The development of corporate governance in the region has largely been influenced by religion (Gellis et al., 2002). The rules governing the practice of corporate governance have been significantly influenced by Islamic Sharia. This reflects the cultural and religious characteristic of the region (Islam and Hussain, 2003). Islamic Sharia specifies a number of core values such as trust, integrity, honesty and justice which are similar to the core values of corporate governance codes in the West. However, a survey of corporate governance in a number of Gulf countries such as United Arab Emirates suggests that the region continues to suffer from corporate governance weaknesses. 2.0 Reasons for the structure including use of suitable evidence and data                  The structure of the above sectors and reasons for the structure and effects on the performance of firms has been vital subject of debate in the finance literature. Empirical evidence suggests that privately held firms tend to be more efficient and more profitable than publicly held firms. This shows that ownership structure matters. The question now is how does it affect firm performance and why this kind of structure? This question is significant since it is based on a research agenda that has been strongly promoted by La Porta et al. (1998; 1999; 2000). According to these studies, failure of the legislative framework to provide sufficient protection for external investors, entrepreneurs and founding investors of a company tend will maintain large positions in their firms thus resulting in a concentrated ownership structure. This finding is interesting because it implies that ownership structure can affect the performance of the firm in one way or the other. It is indisputable; the lack of regulations in corporate governance gives managers who intend to mishandle the flow of cash for their own personal interest a low control level. The empirical results from the past studies of impacts of ownership structure on performance of corporate have been inconclusive and mixed up (Turki, 2012). In response to corporate governance issues and their impact on corporate performance, Shleifer and Vishny (1997); and Jensen (2000) have suggested the need for improved corporate governance structures so as to enhance transparency, accountability and responsibility. Corporate governance reform and the introduction of innovative methods to limit abuse of power by top management have been justified by recent large scale accounting and corporate failures such as Enron, HealthSouth, Tyco International, Adelphia, Global Crossing, WorldCom, Cendant and the recent global financial crisis. According to Monks and Minow (1996) numerous corporate failures suggest that existing corporate governance structures are not working effectively. Corporate failures and accounting scandals initially appear to a U.S phenomenon, resulting from excessive greed by investors, overheated equity markets, and a winner-take-all mind-set of the U.S society. However, the last decade has shown that irregularities in accounting, managerial greed, abuse of power, are global phenomenon that cannot be limited to the U.S. Many non-U.S firms such as Parallax, Adecco, TV Azteca, Hollinger, Royal Dutch Shell, Vivendi, China Aviation, Barings Bank, etc. have witnessed failures in corporate governance and other forms of corporate mishaps. In addition to corporate governance failures, global standards have declined significantly and unethical and questionable practices have become widely accepted. The net impact has been a reduction in the amount of faith that investors and shareholders have in the efficiency of capital markets. There is no universally accepted corporate governance model that the interest of shareholders and investors are adequately protected as well as ensuring that enough shareholder wealth is being created (Donaldson and Davis, 2001; Huse, 1995; Frentrop, 2003). Much of the debate on corporate governance has focused on understanding whether the Board of Directors has enough power to ensure that top management is making the right decision. The traditional corporate governance framework often ignores the unique effect that the owners of the firm can have on the board and thus the firm’s top management. The traditional framework therefore ignores that fact that the owners of the firm can influence the board and thus top management to act of make particular decisions. Corporate governance studies are therefore yet to identify and deal with the complexities that are inherent in corporate governance processes (Jensen, 2000; Shleifer, 2001; Frentrop, 2003; Donaldson and Davis, 2001; Huse, 1995). Investment choices and owner preferences are affected among other things by the extent their degree of risk aversion. Owners who have economic relations with the firm will be interested in protecting their interests even if it is reasonably evident that such protection will result in poor performance. According to Thomsen and Pedersen (1997) banks that play a dual role as owners and lenders would discourage high risk projects with great profit potential because such projects may hinder the firm from meeting its financial obligations if the project fails to realize its expected cash flows. The government also plays a dual role in that it serves as both an owner and a regulator. Therefore owners who play a dual role in the firm often face a trade-off between promoting the creation of shareholder value and meeting their other specific objectives (Hill and Jones, 1992). Existing corporate governance frameworks have often ignored these issues in UAE. Rather, much of the emphasis has been on the effectiveness of the board in ensuring that top management is working towards meeting the goals of shareholders. Present corporate governance frameworks lack the ability to monitor owners and their influence on top management. The framework lacks the ability to align the role played by firm owners, board of directors and managers’ interests and actions with the creation of shareholder value and welfare motivation of stakeholders. Discussion of the possible future structure of the industry                The United Arabs Emirates, and mainly Abu Dhabi, is enduring to increase its economy by reducing the total proportion impact of hydrocarbons to Gross Domestic Product. This is currently being done by growing investment in sector areas like: services in telecommunication, education, media, healthcare, tourism, aviation, metals, petrochemicals, pharmaceuticals, biotechnology, transportation and trade. Significant investments have been made by United Arab Emirates to establish itself as a regional trade hub. United Arab Emirates is also member of the World Trade Organization (WTO). In addition, there are ongoing negotiations to establish free trade agreements with other regions and countries such as the EU. These factors will contribute positively to the region’s integration into the global economy. United Arab Emirates is currently working towards diversifying their economies from the oil sector into other sectors. This diversification is expected not only to increase trade among member countries but also to increase the region’s trade with other countries and regions (Sturm et al., 2008). How the structure affects strategy decisions                  Ownership structure has an impact on firm performance in United Arab Emirates energy production owned sector. This region has witnessed significant economic growth over the last few decades. The region is also facing turbulent times with respect to corporate governance practices, resulting in poor firm performance. Corporate governance issues are not limited to the United Arabs Emirates as part of GCC Countries. From a global point of view, corporate governance has witnessed significant transformations over the last decade (Gomez and Korine, 2005). As a result, there has been an interest in the research attention accorded to corporate governance. The credibility of current corporate governance structures has come under scrutiny owing to recent corporate failures and low corporate performance across the world. The risk aversion of the firm can be directly affected by the ownership structure in place. Agency problems occur as a result of divergence in interests between principals (owners) and agents (managers) (Leech and Leahy, 1991). The board of directors is thereby regarded as an intermediary between managers and owners. The board of directors plays four important roles in the firm. These include monitoring, stewardship, monitoring and reporting. The board of directors monitors and controls the discretion of top management. The board of directors influences managerial discretion in two ways: internal influences which are imposed by the board and external influences which relate to the role played by the market in monitoring and sanctioning managers (Jensen and Meckling, 1976; 2000). B: Contribution of the sector to the economy of your chosen country Analysis of contribution of sector                United Arab Emirates remain major global economic player because it has the highest oil reserves. UAE together with the other Gulf Cooperation Council accounts for over 40% of global oil reserves and remains important in supplying the global economy with oil in future. As a result, investment spending on oil exploration and development of new oil fields is on the rise (Sturm et al., 2008). Global oil demand is currently on the rise. This growth is driven mainly by emerging market economies, as well as the oil producing UAE as part of GCC countries. In addition, Europe and the U.S are witnessing depletions in their oil reserves. This means that these regions will become increasingly dependent on the Gulf region which includes UAE for the supply of oil (Sturm et al., 2008). The importance of the United Arabs Emirates as a global economic player is therefore expected to increase dramatically in the near future Use of appropriate data and other evidence                  By the year 2011, the GDP of United Arab Emirates totaled to 360.2 billion dollars. Subsequently in 2001, yearly growth of GNP varied from about 7.4% to 30.7%. As part of the chief crude oil suppliers, the United Arab Emirates was at first cut off from the universal recession by high prices on oil that rose to a record 147 US dollars per barrel in the month of July in 2008. Nevertheless, the nation was ultimately influenced by the excavating worldwide recession which resulted to a decline in oil demand, reducing the oil prices to a reduced amount not exceeding a third of the peak of July 2008. In the last 2008 months, the trembles rumbling through global economies were lastly experienced in this section. Oil (million barrels)       Proved reserves, 2013 Total oil supply (thousand bbl/d), 2012 Total petroleum consumption, 2012 Reserves-to-production ratio 97,800 3,213 618 95 Natural Gas (billion cubic feet) Proved reserves, 2013 Dry natural gas production, 2012 Dry natural gas consumption, 2012 Reserves-to-production ratio 215,025 1,854 2,235 116 UAE summary energy statistics C: Critical appraisal of sustainability targets on business plan of your chosen organisation Oil firms in United Arab Emirates is still quite immature. Most businesses are controlled by a few shareholders and family ownership is prevalent. Most large and small businesses are family businesses (Saidi, 2004). The state is also significantly involved in the management of companies (Union of Arab Banks, 2003). This is contrary to the status quo in Western democracies where firms are owned by a diverse group of shareholders which makes ownership to be completely separated from control. The ownership structure in United Arab Emirates suggests that stewardship and monitoring aspects of non-executive directors (NEDs) is absent in firms based in United Arab Emirates. Ownership concentration has remained high in the region because of practices such as rights issues which enable existing wealthy shareholders, and influential families to subscribe to new shares in Initial Public Offerings (IPOs) (Musa, 2002). According to a study of the corporate governance practices of five countries by the Union of Arab Banks (2003), ownership of corporations is concentrated in the hands of families. In addition, corporate boards are dominated by controlling shareholders, their relatives and friends (Union of Arab Banks, 2003). There is a no clear separation between control and ownership. Decision making is dominated by shareholders. The number of independent directors in the board is very small and the functions of the CEO and Chairman are carried out by the same person. The high concentration in firm ownership therefore undermines the principles of good corporate governance that are prevalent in western settings (Yasin and Shehab, 2004). This evidence is consistent with findings by the World Bank (2003) in an investigation of corporate governance practices in the Middle East North Africa (MENA) region which also includes the Gulf region. 1.0 Objective of empirical evidence                  The empirical evidence on the impact of ownership structure on firm performance is mixed. Different studies have made use of different samples to arrive at different, contradictory and sometimes difficult to compare conclusions. The literature suggests that there are two main ownership structures in firm including dispersed ownership and concentrated ownership. With respect to concentrated ownership, most of the empirical evidence suggests that concentrated ownership negatively affects performance (e.g., Johnson et al., 2000; Gugler and Weigand, 2003; Grosfeld, 2006; Holmstrom and Tirole, 1993). Different studies have also focused on how specifically concentrated ownership structures affect firm performance. For example, with respect to government ownership, Jefferson (1998), Stiglitz (1996), and Sun et al. (2002) provide theoretical arguments that government ownership is likely to positively affect firm performance because government ownership can facili tate the resolution of issues regarding the ambiguous property rights. However, Xu and Wang (1999) and Sun and Tong (2003) provide empirical evidence that government ownership has a negative impact on firm performance. On the contrary, Sun et al. (2002) provide empirical evidence that government ownership has a positive impact on firm performance. It has also been argued that the relationship between government ownership and firm performance is non-linear. Another commonly investigated ownership type and its impact on firm performance is family ownership. Anderson and Reeb (2003), Villanonga and Amit (2006), Maury (2006), Barontini and Caprio (2006), and Pindado et al. (2008) suggest that there is a positive link between family ownership and firm performance. Despite the positive impact some studies argue that the impact of family ownership is negative. The impact of foreign ownership has also been investigated. Most of the evidence suggests that foreign ownership has a positive impact on firm performance (e.g., Arnold and Javorcik, 2005; Petkova, 2008; Girma, 2005; Girma and Georg, 2006; Girma et al., 2007; Chari et al., 2011; Mattes, 2008).With respect to managerial ownership, it has been argued that the relationship is likely to be positive (Jensen and Meckling, 1976; Chen et al., 2005; Drobetz et al., 2005). Despite this suggestion Demsetz and Lehn (1985) observe a negative relationship between dispersed ownership and firm performance. Institutional ownership has also been found to have a positive impact on firm performance (e.g. McConnell and Servaes, 1990; Han and Suk, 1998; Tsai and Gu, 2007). Furthermore, some studies suggest that there is no link between insider ownership and performance . Very limited studies have been conducted on the impact of ownership structure on firm performance in GCC countries like UAE. For example, Arouri et al. (2013) provide evidence that bank performance is affected by family ownership, foreign ownership and institutional ownership and that there is no significant impact of government ownership on bank performance. Zeitun and Al-Kawari (2012) observe a significant positive impact of government ownership on firm performance in the Gulf region. The pervasive endogeneity of ownership has been cited as a potential reason why it is difficult to disentangle the relationship between ownership structure and firm performance. In addition, the relation may be a function of the type of firm as well as the period of observation in the life of the firm. This study is motivated by the mixed results obtained in previous studies and the limited number of studies that have focused on UAE as part of GCC countries. The objective of the study is to explore in more details the factors that motivate particular types of ownership structure and the potential impact of ownership structure and firm performance in the Gulf region 2.0 Empirical Evidence                The empirical evidence will focus on how different ownership structures affect firm performance. Firms are often characterized by concentrated and dispersed ownership. Concentrated ownership is expected to have a positive impact on firm performance owning to the increased monitoring that it provides (Grosfeld, 2006). Dispersed ownership has been found to be less frequent than expected. Empirical evidence suggests that most firms are characterized by various forms of ownership concentration (La Porta et al., 1999). Given this high level of ownership concentration, there has been an increasing concern over the protection of the rights of non-controlling shareholders (Johnson et al., 2000; Gugler and Weigand, 2003). Empirical evidence shows that ownership concentration at best results in poor performance. Concentrated ownership is costly and has the potential of promoting the exploitation of non-controlling shareholders by controlling shareholders (Grosfeld, 2006). Holmstrom and Tirole (1993) argue that concentrated ownership can contribute to poor liquidity, which can in turn negatively affect performance. In addition, high ownership concentration limits the ability of the firm to diversify. There are various forms of concentrated ownership such as government ownership, family ownership, managerial ownership, institutional ownership and foreign ownership. In the next section, the literature review will focus on how these separate ownership structures affect firm performance. 2.1.1 Government Ownership                  The impact of government ownership on firm performance has attracted the attention of many researchers because the government accounts for the largest proportion of shares of listed companies in some countries and also because government ownership can be used as an instrument of intervention by the government (Kang and Kim, 2012). Shleifer and Vishny (1997) suggest that government ownership can contribute to poor firm performance because Government Owned enterprises often face political pressure for excessive employment. In addition, it is often difficult to monitor managers of government owned enterprises and there is often a lack of interest in carrying out business process reengineering (Shleifer and Vishny, 1996; Kang and Kim, 2012). Contrary to Shleifer and Vishny (1997) some economists have argued that government ownership can improve firm performance in less developed and emerging economies in particular. This is because government ownership can fa cilitate the resolution of issues with respect to ambiguous property rights. The empirical evidence on the impact of state ownership on firm performance is mixed. For example, Xu and Wang (1999) provide evidence of a negative relationship between state ownership and firm performance based on data for Chinese listed firms over the period 1993-1995. The study, however, fails to find any link between the market-to-book ratio and state ownership (Xu and Wang, 1999). Sun and Tong (2003) employ ownership data from 1994 to 2000 and compares legal person ownership with government ownership. The study provides evidence that government ownership negatively affects firm performance while legal person ownership positively affects firm performance. This conclusion is based on the market-to-book ratio as the measure of firm performance. However, using return on sales or gross earnings as the measure of firm performance, the study provides evidence that government ownership has no effect on firm performance. Sun et al. (2002) provide contrary evidence from above. Using data over the period 1994-1997, Sun et al. (2002) provide evidence that both legal person ownership and government ownership had a positive effect on firm performance. They explain their results by suggesting that legal person ownership is another form of government ownership. The above studies treat the relationship between government ownership and firm performance as linear. However it has been argued that the relationship is not linear. Huang and Xiao (2012) provide evidence that government ownership has a negative net effect on performance in transition economies. La Porta et al. (2002) provide evidence across 92 countries that government ownership of banks contributes negatively to bank performance. The evidence is consistent with Dinc (2005) and Brown and Dinc (2005) who investigate government ownership banks in the U.S. 2.1.2 Family Ownership               Family ownership is very common in oil firms in UAE. There is a difference between family ownership and other types of shareholders in that family owners tend to be more interested in the long-term survival of the firm than other types of shareholders(Arosa et al., 2010).. Furthermore, family owners tend to be more concerned about the firm’s reputation of the firm than other shareholders (Arosa et al., 2010). This is because damage to the firm’s reputation can also result in damage the family’s reputation. Many studies have investigated the relationship between family ownership and firm performance. They provide evidence of a positive relationship between family ownership and firm performance (e.g. Anderson and Reeb, 2003; Villalonga and Amit, 2006; Maury, 2006; Barontini and Caprio, 2006; Pindado et al., 2008). The positive relationship between family ownership and firm performance can be attributed to a number of factors. For example, Arosa et al. (2010) suggests that family firms’ long-term goals indicate that this category of firms desire investing over long horizons than other shareholders. In addition, because there is a significant relationship between the wealth of the family and the value of the family firm, family owners tend to have greater incentives to monitor managers (agents) than other shareholders (Anderson and Reeb, 2003). Furthermore, family owners would be more interested in offering incentives to managers that will make them loyal to the firm. In addition, there is a substantial long-term presence of families in family firms with strong intentions to preserve the name of the family. These family members are therefore more likely to forego short-term financial rewards so as to enable future generations take over the business and protect the family’s reputation (Wang, 2006). In addition, family ownership has positive economic consequences on the business. There are strong control structures that can motivate family members to communicate effectively with other shareholders and creditors using higher quality financial reporting with the resulting effect being a reduction in the cost of financing the business . Furthermore, families are interested in the long-term survival of the firm and family, which reduces the opportunistic behavior of family members with regard to the distribution of earnings and allocation of management, positions. Despite the positive impact of family ownership on firm performance, it has been argued that family ownership promotes high ownership concentration, which in turn creates corporate governance problems. In addition, high ownership concentration results in other types of costs (Arosa et al., 2010). As earlier mentioned, La Porta et al. (1999) and Vollalonga and Amit (2006) argue that controlling shareholders are likely to undertake activities that will give them gain unfair advantage over non-controlling shareholders. For example, family firms may be unwilling to pay dividends . Another reason why family ownership can have a negative impact on firm performance is that controlling family shareholders can easily favour their own interests at the expense of non-controlling shareholders by running the company as a family employment service. Under such circumstances, management positions will be limited to family members and extraordinary dividends will be paid to family shareholders (Demsetz, 1983; Fama and Jensen, 1983; Shleifer and Vishny, 1997). Agency costs may arise because of dividend payments and management entrenchment (DeAngelo and DeAngelo, 2000; Francis et al., 2005). Families may also have their own interests and concerns that may not be in line with the concerns and interests of other investor groups (Shleifer and Vishny, 1997). Schulze et al. (2001) provide a discussion, which suggests that the impact of family ownership on firm performance can be a function of the generation. For example, noting that agency costs often arise as a result of the separation of ownership from control, they argue that first generation family firms tend to have limited agency problems because the management and supervision decisions are made by the same individual. As such agency costs are reduced because the separation of ownership and control has been completely eliminated. Given that there is no separation of ownership and control in the first generation family firm, the firm relationship between family ownership and performance is likely to be positive (Miller and Le-Breton-Miller, 2006). As the firm enters second and third generations, the family property becomes shared by an increasingly large number of family members with diverse interests. The moment conflict of interests sets in the relationship between family ownership and performance turns negative in accordance to (Chrisman et al., 2005; Sharma et al., 2007). Furthermore, agency problems arise from family relations because family members with control over the firm’s resources are more likely to be generous to their children and other relatives (Schulze et al., 2001). To summarize, the relationship between family ownership and firm performance may be non-linear. This means that the relationship is likely to be positive and negative at the same time. To support this contention, a number of studies have observed a non-linear relationship between family ownership and firm performance (e.g. Anderson and Reeb, 2003; Maury, 2006). This means that when ownership is less concentrated, family ownership is likely to have a positive impact on firm performance. As the family ownership concentration increases, minority shareholders tend to be exploited by family owners and thus the impact of family ownership on firm performance tends negative. Small countries have a relatively weak diamond of competitive advantages (Vlahinić-Dizdarević; 2006). D. Analysis 1.0 Potter’s Diamond Model The competitive forces advantages or analysis ought to be fixed on the main competition factors and its impact analysis on the business (Porter 1998, p.142). The state, and home wealth cannot be inherited -3554730607695Faktorski uvjeti 00Faktorski uvjeti -27546301293495Vezane i podrÃ… ¾avajuće industrije 00Vezane i podrÃ… ¾avajuće industrije -332041536195Ã…  ansa 00Ã…  ansa – it ought to be produced (Porter 1998, p.155). This wealth is influenced by the ability of industry to continually upgrade and innovate itself, and this is achievable exclusively by increase means in production – in all parts of fiscal action. The model of Porter concerns aspect which circuitously or openly affects advantage of competition. The aspect structure a place where given manufacturing sector like in this case, oil sector, state or region a learn and act on the way of competing in that environment. (Porter; 1998, p. 165). Left0                   Each diamond (oil) and the field of diamond (oil) as the whole structure consists of main influences that makes the oil sector competition to be successive. These influences entail: every ability and resource vital for competitive advantage of the sector; data forming the opportunity and providing the response to how accessible abilities and resources ought to be ruled; each interest group aim; and the is most crucial, oil sector pressure to innovating and investing. SWOT ANALYSIS Strengths The oil sector has many years producing oil and so is well established. Comparatively lots of sub-sectors for industrialist stability and support. Weaknesses Comparatively out of date scientific foundation. Inadequate well educated professionals and residents in comparison to the new industry needs. Lesser costs of work cost in oil sector due to low salary from regular salaries in UAE. Opportunities The likelihood for resources application of EU agreement funds, as is the state resources Reasonably good quality of 11 % graduate students share that are likely to be absorbed into this oil sector. 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Development of Multinational Personnel Selection

S w 9B07C041 Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. DEVELOPMENT OF A MULTINATIONAL PERSONNEL SELECTION SYSTEM Professors Diana E. Krause and Reiner Piske wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email  protected] uwo. ca. Copyright  © 2007, Ivey Management Services Version: (A) 2007-12-11On Monday morning at 8:30 a. m. , Dr. Thomas Koch was leaving his luxury condominium on the 28th floor of a building specifically constructed for expatriates and Hong Kong’s wealthier citizens. He was going down to Causeway Bay, towards his office in Hong Kong’s central business district. On the way, Koch listened to the voice mail messages on his cell phone, one of which was from the assistant of the firm’s owner, Peter Koenig. The message stated that Koch was expected to call back before his meeting with the human resources (HR) team that he was leading.The human resources team meeting was scheduled in order to bring together German and Chinese human resource experts to form a crossfunctional project team. In the context of global restructuring, the company, ComInTec AG & Co (ComInTec), had introduced a new region al management level. As a result, 25 middle management positions were expected to be filled in the Asian-Pacific-region (APAC) (e. g. regional head of purchasing, regional head of supply chain management, national chief executive officers (CEOs), national head of finance and accounting, and national head of operations).A new personnel selection system was expected to fill these positions with qualified employees. ComInTec’s own recruitment channels, as well as â€Å"head hunters,† would be hired for the recruitment process. The overall responsibility for implementing the new personnel selection process was the responsibility of the project team. According to the company’s inhouse global localization policy, 90 per cent of the new management positions were filled by individuals who originated from the country they would be working in.The affected areas included sales and marketing, purchasing, supply chain management, and finance and accounting, at locations in H ong Kong, Kuala Lumpur, Bangkok, Jakarta, Melbourne, Sydney and Shanghai. The managers’ annual salary ranges between â‚ ¬40,000 and â‚ ¬150,000, depending on the location. The new personnel selection system for APAC was part of the company’s new objective to standardize all human resource instruments for selection purposes around the globe. This new personnel selection system had to be developed internally. Page 2 9B07C041 BACKGROUNDFor several years now, Koch had been finding faults in the design of the individual assessment centres. According to Koch’s opinion, there was only very limited opportunity to influence possible modifications because the individual assessment centres were conducted by external consulting firms. Additionally, Koch questioned the validity of the information obtained from the centres, as well as the personnel selection system as a whole. ComInTec had little interest in empirically evaluating the validity of the assessment centres and statistically analyzing the outcomes of such personnel selection procedures.Koch also felt the need to improve the contents of the structured interviews that were based on the candidate’s current situation, as opposed to the candidate’s previous work experience. Koch firmly believed that what happened in the past was likely to be repeated in the future, and therefore had very little appreciation for selective interviews that did not consider the candidate’s past. Overall, efforts to improve the current selection systems had only rarely been undertaken due to limited time and the budget allotted for personnel affairs — a memorable fact that Koch had already pointed out to the management several times.The development of a new multinational personnel selection system now posed a huge challenge for Koch and his project team. There was one fact, however, which he noticed with relief: there were no expatriates in the new selection system because the selecte d managers were required to be living in APAC. Currently, ComIncTec simply sent those candidates abroad that had the necessary technical skills and experience, regardless of intercultural competencies.Koch remembered how difficult it was at times to find someone willing to move his or her centre of life, including family, to a different country. He also knew from his own emigration experience that no training (e. g. language or cultural norms) was offered to prepare him. With this in mind, he hired staff for his project team that would globally represent the countries involved: a Chinese research assistant who completed a bachelor in HR management, another trainee from China, and a German intern who had completed four semesters in psychology.The team, which also included additional HR managers from the headquarters office, had already been working on the development of the new personnel selection system for four months. Over the past few weeks numerous meetings had been held, yet no significant progress had been made. One reason could be attributed to the fact that there was obvious heterogeneity between the German and Asian team members’ opinions regarding the new personnel selection system. This created an ambiance that was tense and dissent with respect to sharing the workload.For today’s meeting, the goal was to come to a consensus on several important issues: (1) what individual modules the new personnel selection system should contain, (2) whether country-specific adaptations were necessary and feasible for each module, and (3) the implementation process of the new personnel instrument at each APAC location. The APAC-situated plants were the company’s top-selling ones; therefore, any wrong decisions with respect to HR (e. g. personnel selection) were extremely cost-Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. When Ko ch first heard about the above changes, it immediately occurred to him that this would not be easy. He knew that personnel selection procedures currently varied significantly between countries. He also knew that the existing selection instruments were by no means flawless in any specific country. After the application documents were analyzed, structured interviews with the candidates were conducted by a department representative and an HR specialist.If both interviewers came to a positive conclusion on the candidates’ qualifications, the top candidate completed an individual assessment centre in order to point out his/her interpersonal competences rather than his/her professional competencies. The individual assessment centres consisted of biographical questions, case studies on leadership in an international context and participation in a leaderless group discussion. Ultimately, additional references were obtained for each candidate, although different procedures existed in different countries.For example, references gathered in Asia only confirmed a candidate’s previous function and duration of employment according to common employment law. After reference checks were completed, each candidate received written feedback and a report was generated and added to the successful candidate’s personnel file. Page 3 9B07C041 intense. The personnel selection system in APAC, as a whole, would have large-scale consequences affecting the entire company. As Koch was walking in the crowded Causeway Bay area he was not paying much attention.To Koch, who could not distinguish between Asians, it seemed as if they were crawling across the streets like ants, all busy on their phones. As usual, it was a very hot day. For Koch, now 48 years old, this was intolerable. He took off his light-coloured linen jacket and placed his tie, threatening to strangle him, in his brief case. He had returned from a business trip in Sydney the previous Saturday and was still feeling the effects of the lengthy flight. The next business trip was scheduled for the upcoming Thursday — off to Jakarta for a week, Shanghai, then Munich for a meeting of the Global Steering Committee Human Resources.He checked his schedule and remembered the phone call he received earlier from Koenig’s assistant. Koch would be arriving at his office within 10 minutes, which allowed him time to return Koenig’s phone call before the scheduled meeting. It had been 17 years now that Koch had been working in the HR department for ComInTec and three years in the regional headquarters in Hong Kong. After working many years for ComInTec he was currently the HR director, thanks to his determination, networking skills, ability to be highly adaptable to new situations, and his talent to be at the right place at the right time.He was in charge of all HR decisions within ComInTec in APAC. ComInTec was a worldwide leading industrial company with administration, plants, an d sales offices in Central Europe, Eastern and Western Europe, APAC, Central and South America, and North America. Like many other companies, ComInTec was forced to establish downsizing procedures between 2003 and 2006. Worldwide, 900 jobs were cut. Koch was actively involved in the staff cutbacks that had taken place. He had visited the plants, equipped with PowerPoint presentations that had been verified by the executive board to be politically correct.He spoke to the workers and praised ComInTec’s ethics and corporate philosophy, despite the cutbacks. He communicated the cutbacks to the workers as a temporary crisis, pointing out that it was mainly due to natural fluctuations and that it was part-time employees who were cut, with the affected workers being offered fair compensation packages. In consequence of the general economic situation in the years of 2003 to 2006, ComInTec unfortunately had no other option. He additionally thanked the staff for their loyalty and appre ciation with personal gifts and reports in the company’s internal newsletter.Since then, the company had recovered from the crisis. ComInTec employed 23,000 employees worldwide and made more than â‚ ¬5. 8 billion in sales. Koch arrived at the elevator to his office. He was surrounded by Asian colleagues in the best mood, all in uniformly grey suits, greeting each other as they waited for the elevator. When he got off the elevator, there were two of the three Chinese secretaries serving tea and fruits. His appearance always caused a general haste among the secretaries. They all confirmed his daily appointments, signifying that his work day had officially commenced.Koch called on a secretary, who came running on the double, accompanied by a â€Å"Yes, sir! † and a big smile, yet she avoided eye-contact by looking down to the floor. She reminded him that Koenig was waiting for him to return his call. Without being able to name a cause for it, this secretary’s be haviour triggered uncertainty in Koch. All her gestures appeared submissive as she perpetually nodded her head — regardless of praise or dispraise — always understanding and friendly. Koch picked up the telephone and Koenig instantly began speaking: Mr.Koch, you know how much I appreciate your dedication to the company, but I have concerns about the current international selection procedures. We need something that is going to work, and work immediately! And don’t you dare try to offer me this empirical or validity stuff. I don’t give a damn. You have a whole department with highly qualified people. I assume you are capable of filling these vacant management positions. We also need a selection system that works everywhere. We cannot afford to apply differentLicensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 4 9B07C041 procedures in every c ountry. What we need are consistent procedures, something applicable cross-nationally and cross-regionally. You, as a cosmopolitan, should know exactly what I mean. I also expect everything to be documented to a tee. Although Koch shared Koenig’s enthusiasm for an improved personnel selection system, there were many complications that could arise of which Koenig seemed obviously unaware.As sensitively as possible and with all due respect, Koch tried to inform Koenig about possible problems. First, Koch argued that although a multinational personnel selection system could have its advantages, these advantages may become costly when they are not easily implemented in each region. Each country had its own unique economic and education situations, which would undoubtedly become problematic when creating a universal personnel selection system. Koenig should only think of Thailand, for example, where it is more difficult than anywhere else to find qualified managers.With respect to cultural differences, Koch argued that a standardized personnel selection system would also most likely ignore cultural differences and culture-specific circumstances. This would not only affect the individual modules of the system, but also the basic job requirements, the adaptation of modules to specific countries, and the use of specific personnel selection methods. Koch also expressed his concern with Koenig’s lack of interest in testing the validity of the new selection procedures: Mr. Koenig, something that is expected to work should be tested thoroughly.This is the only way to be certain that it will actually work. We will need to test and then evaluate each and every single module in each country. This process will provide a basis on which we will be able to improve the original procedures. Due to all the possible problems that may arise with the new system, it is imperative that we invest in developing it properly. Of course, that wasn’t exactly what Koenig w anted to hear: Don’t tell me about problems, I want solutions, and you should not forget that this is what I pay you and your team to do. You have until the end of this week to deliver final and written conclusions of this matter.If not, I will reduce your team in Hong Kong by half, and I will delegate the development of this new system to global headquarters. â€Å"Mr. Koenig,† Koch replied, â€Å"please keep in mind that my team has been working on this assignment for months, including weekends. † Nevertheless, Koenig underlined Koch’s point of view with the commanding tone typical of him: â€Å"Either you will come up with something useful by the end of this week, or central headquarters will do the job. End of discussion. † Koch responded: Mr. Koenig, we have known each other for 17 years now and you know that I always do what’s best for this company.I strongly believe that as your HR manager, it is my responsibility and duty to inform y ou about possible risks and problems that may exist with an ad hoc-developed and unevaluated multinational personnel selection system. Koch advised Koenig again that his demands could lead to severe difficulties. Koch also added: Mr. Koenig, please remember the problems we experienced a few years ago with respect to staffing cutbacks. You wanted to send employees, who had been working for the Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13.Page 5 9B07C041 company for many years, home without any kind of termination pay. Everything was to be done by us, without any kind of external consulting. I assume you remember that I told you in advance how risky such a staff reduction can be. I am certain that you will also remember that I informed you that the legal process would create a high financial risk to the company with employees with legal action seeking claims for damage s and compensation. At the time you had underestimated the situation, and as a result our legal department had to deal with all the consequences.We were lucky that our lawyers were able to win most of the cases. Koenig was listening to these remarks with irritation and responded: Dr. Koch, I am at the end of my tether with you. You need to stop focusing on the past. It’s all water under the bridge. We are now looking at 25 people we want to hire. This is my company and not yours. I will be participating in today’s meeting via video conference. I expect you to prepare everything at once so that the video conference will be working. And don’t forget that I have put you in charge of the entire new personnel selection system.Koch would need to accept the fact that all of his objections to Koenig’s instructions fell on deaf ears. He knew Koenig well enough to understand exactly what he wanted and that he would not change his mind. For Koenig, endless loyalty t o the company, endurance, a hands-on mentality, and assertiveness were most important. He was known for his strong control orientation not only by the members of the global steering group, but also by the plants’ employees. Two weeks prior, he went to Malaysia unannounced and snuck into one of the plants in order to see the night shift’s work with his own eyes.In addition, every executive knew that Koenig had established staff employees, so called key functionaries, in every country. The task of these key functionaries, or spies as Koch liked to call them, was to report to Koenig about everything that was happening on site in detail, particularly any wrong doing of management. But Koenig did not trust these key functionaries either, with his motto being â€Å"Trust is good, control is better. † Only if there was 100 per cent agreement between headquarters and the key functionaries was he willing to attribute a certain degree of credibility to the situation.Koch could therefore understand the tactics of Koenig because they somewhat resembled his own tactics. Koch, nevertheless, had difficulties with Koenig’s control procedures because they directly affected him and his team. In response to these procedures, Koch had established in APAC that each meeting and each decision that was to be made must be recorded by three individuals. Piles of paper were accumulating in his office as a result, and even special storage rooms were needed to store the paper masses.Furthermore, Koch remembered the intention coming from the central HR department, to standardize all personnel selection procedures including all criteria and approaches around the globe. This matter ended in talk due to conflicts regarding this question. With all this in the back of his mind, and the increasing pressure on his shoulders, Koch remarked to Koenig at the end of the phone call that the meeting would possibly take several hours, and that he assumed Koenig would not like to spend his precious time listening to every single detail regarding APAC’s selection system.Koenig agreed that attending the meeting via video conference would not be in his best interest with respect to time, but instead insisted even more that he receive the final draft of their decisions and the meeting minutes by Friday. Koch was proud to have successfully appeased Koenig’s concerns for the moment, and he next turned his focus to the scheduled meeting. He was horrified when he glanced at his watch and realized that it was already 9:30 a. m. He jumped up abruptly from his desk and left for the conference room.When he arrived, his whole team and an unknown staff employee from global headquarters, probably a key functionary, Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 6 9B07C041 Well, I ask today that you all present results from the past few months of hard work. I am only interested in the results and would like to avoid any long discussions concerning details. Mr. Koenig expects our final decisions in writing this upcoming Friday.In the case that he does not approve our recommendations, this project will possibly be passed on to global headquarters. As a result, we will lose team members. You now know the importance of our meeting today. We need to legitimize our right to exist. The Chinese colleagues agreed by nodding their heads uniformly. Koch noticed that this behaviour was always to be expected when there was an order from a member with higher hierarchical status. From Koch’s perspective, this was a phenomenon reflecting cross-cultural differences (see Exhibits 1 and 2).He often asked himself why his Chinese colleagues seemed to forget all priorities regarding time and content as soon as there was an order coming from someone higher in the hierarchy. How often did he observe his Chinese colleagues change t heir work completely and without any objection according to the orders of someone with higher status? Koch quite often got the impression that his Asian colleagues and co-workers followed the principle â€Å"Seniority is king. † Yue Yu, a Chinese HR employee, rose to speak. In her concise way, she stated: One crucial question concerns the definition of the job requirements and their profiles.After several discussions we have come to the conclusion that the positions to be filled differ in their content. Hence, we plead to define the job requirements specifically for each position, and to allow flexibility of the job requirements for other positions. More precisely, we want to diagnose 15 dimensions: five components that test the candidate’s professional competencies, and 10 dimensions that evaluate social competencies. Andreas Mueller, the German economist who possessed extensive experience in HR management, countered Yue Yu: â€Å"You must be joking.The inclusion of 15 dimensions is not what our team has decided on. That is your opinion, which is not shared with anybody here. I told you many times that the acquisition of 15 dimensions is simply impossible. † â€Å"Yes, that’s what you said earlier,† answered Yue Yu, â€Å"but I find we should establish as many dimensions as possible. † â€Å"Well, I disagree,† Mueller continued, who could not stand being interrupted, â€Å"It is important to define clearly distinguishable job requirements that are measurable, describable, and that are equally relevant in all countries of APAC. Yue Yu, intimidated by her German colleague’s manner, blushed and looked down towards the floor, signaling that she did not dare to say anything further. Yue Yu often found it difficult to cope with negative feedback, particularly when it occurred in front of her colleagues. There had been several times already that she could not stand up to Mueller, which seemed to affect her mor e and more each time. She had once spoken to Koch about her difficulties communicating with Mueller; however, Koch was quickly irritated by the complaint and asked her to wait and hope for an improvement of the situation. Koch assumed the confrontation betweenLicensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. were already waiting impatiently. In order to keep the meeting attendees occupied while they waited, the thoughtful secretary was serving coffee and snacks, resulting in a second breakfast for many of them. Koch welcomed everyone, apologized for being late, and began the meeting, â€Å"We are here today to decide about the future personnel selection system for APAC, which, when complete, will influence the complete international employee selection system within ComIntTec considerably. After these introductory words, he asked the German intern Sarah Goldmann and her Chinese HR assistant Dai Wei to record the meeting minutes. Koch continued, â€Å"I need everything we discuss here today to be recorded in detail. The records must happen with the precision of a surgeon! † The German team members threw disfavouring looks at each other; however, the Asian team members approved of the instructions by nodding their heads. Koch started: Page 7 9B07C041 he two colleagues was generally just a misinterpretation due to cultural differences (see Exhibits 1 and 2), and told her to bring the matter to his attention again only if it was absolutely necessary. Yue Yu never discussed the situation with Koch again. The German, in-house psychologist Sabine Weitmann, who was known for her differentiating thinking, decided to join the discussion: In my point of view, the question regarding the number of dimensions is only secondary. It is important that we first establish the contents of the job requirements. I suggest we replace the term job requirements with the more modern term competencies.In my opinion, a multinational requirement profile should contain competencies such as technical and vocational skills, social competencies, leadership competencies, communicative competencies, flexibility, and adaptability. â€Å"Why these skills and not others? † interjected Dai Wei, the Chinese HR assistant, who was not satisfied with Weitmann’s selection of skills. â€Å"Well, during my studies at the Strategic Human Resource Management Institute in Hong Kong, where I completed my MBA, I learned and experienced that a multitude of skills are inessential in personnel selection.I think we should therefore consider additional skills. For example, stress tolerance, resilience, cooperation skills, willingness to learn, ambiguity tolerance, goal-orientation, problem-solving skills, decision-making skills, and intercultural competencies. † â€Å"But Dai Wei,† contradicted Mueller, â€Å"It is totally obvious that this kind of proposition will encounter problems. That is simply not doable. Besides, the intention to establish more than six job requirements turned out to be problematic in the past.Did you ever think about the difference between intercultural competence and social competence? † Dai Wei was obviously irritated by the criticisms he received in front of the team and was in the process of losing his temper, which was easily detected by looking at his face, which had become flushed. These well-known signs alerted Weitmann, who tried to calm the situation with her objection and who cherished the illusion of having salvaged this precarious situation: â€Å"We should not waste anymore time debating this topic, which we’ve already discussed many times before.Let’s stay focused. † Clearing his throat, Mueller stated, â€Å"It is pointless to discuss the skills and job requirements. We are under time pressure and I therefore suggest that we bring about a majority vote wi th respect to the skills. † â€Å"No,† said the Chinese trainee, who participated in a communication training course last weekend and had been therefore sensitized to group dynamic processes, â€Å"A majority vote is not the solution. It may lead to good decisions not succeeding because certain team members follow the uniform opinion of the majority.We should try to reach a consensus on this issue. † While the Asian colleagues began to nod their heads in agreement, Mueller, who did not like to leave anything to chance, responded, â€Å"Well, I believe there should be six dimensions, namely planning/organization, initiative, adaptability, conflict management, decisionmaking/goal-orientation, and leadership. These dimensions are not only important for a manager’s success in APAC, but on a worldwide scale. † â€Å"Andreas,† countered Weitmann, â€Å"what are your conclusions based on? We need dimensions that have been empirically verified.Altho ugh it is great that you have your opinion, what we need are empirically validated dimensions. † â€Å"Well, I would like to settle this dispute,† replied Bettina Carter, a German lawyer who had lived in California for many years, and who was now ready to explore the world of APAC with her American husband. The always down-to-earth Carter opined, â€Å"Clearly, this is easy. We simply use the German dimensions and adapt them to the management positions in APAC. I am certain that everybody here knows that these are the dimensions mentioned by Mueller earlier. Koch, who was already feeling mentally exhausted from listening to the discussion, said: Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 8 9B07C041 I neither have the time nor the energy to be debating these arguments. Our hands are full and even though we’re going in the right direction, it is only a first step to come up with dimensions. I am in charge of everything here and I would like to avoid losing my head over these debates. Let’s vote. Who agrees with the dimensions suggested by Sabine?Silence took over the room. â€Å"Who will support the dimensions outlined by Andreas? † The vote was suddenly interrupted by a cellular phone ringing in the tone of an alarm system. â€Å"Sorry, sorry about that,† apologized the Chinese trainee, who was no longer writing the meeting minutes, but instead trying to control his cell phone. Koch concluded: There you go! It is official and we agree. I hereby announce that the job requirements for the selection of managers be assessed on six dimensions: planning/organizing, initiative, adaptability, conflict management, decision-making/goal-orientation, and leadership.These dimensions will be used for managers in all departments (e. g. sales and marketing, purchasing, supply chain management, finance, and accou nting) and all locations (e. g. Hong Kong, Kuala Lumpur, Bangkok, Jakarta, Melbourne, Sydney and Shanghai). We will also incorporate vocational competencies. All recorders please write down that statement. Eventually Goldmann, the German intern, remarked with satisfaction that she could finally score with her boss: â€Å"It appears to me that the definition of the job requirements should not be done separately from the new personnel selection system module definitions.I learned in university to define certain requirements for module X and the requirements that will then be tested in another module Y. † Everybody in the room was surprised at this, and even Weitmann and Mueller complimented Goldmann for her suggestion. â€Å"Yes, this is a very good proposition, indeed,† Weitmann said. Mueller, who saw his chance to get back to the topic, added, â€Å"We should continue with a systematic approach. Let’s decide on the modules, and then we can substantiate the job requirements per module. Sabine, surely you will agree with me on this. After the long-lasting debate, which still wasn’t very productive, Koch was now only following the discussion half-heartedly. Similarly, the Chinese trainee was on the verge of falling into a deep trance. Koch decided he would no longer intervene on the discussions, â€Å"Now I am just going to sit in on this meeting,† he thought to himself. These people are beating around the bush and are trying to profile themselves at my cost. I am under Mr. Koenig’s pressure, being spied on by the headquarters’ staff employees, in a city that is still strange to me, and without any hope for improvement.With a loud voice he blurted out, â€Å"What shall it be,† and everybody in the room looked at him in an alienated fashion. â€Å"Is everything OK? † the German intern Goldmann, who found this behaviour extremely strange, asked with worry. She remembered an introductory course of clini cal psychology and believed that this behaviour could be an indication of a pathological disorder. However, Koch replied, â€Å"Yes, of course, everything is perfectly fine,† which temporarily reassured Goldmann.It was now Koch’s intention to fulfill his leading role by trying to motivate his team members to move on to the next important issue: the definition of the modules and the job requirements for each module. Dai Wei responded, We have been working on this question for a very long time, and after several modifications and discussions, we finally agreed. We think as a team that a multinational Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 9 9B07C041 Yes, Dai Wei,† replied Yue Yu, who was always intent to maintain harmony. Weitmann, who was still a bit annoyed because her suggestion regarding the competencies was rejected, stated: Dai Wei , you forgot an important module. When I attended an international conference in Philadelphia, I had the opportunity to meet an internationally-known scientist. Like me, the professor considers it essential to use standardized testing procedures. The professor has shown empirical evidence that validity of personnel selection increases if psychometric testing procedures are used in addition to other modules.For that reason, I advocate for intelligence tests and personality tests to be added to the personnel selection system. We have discussed this before and my suggestion was received positively. Replied Mueller: Sabine, your test knowledge is impressive, but unfortunately such procedures will lead us into a dead-end street. As you know, standardized tests have several disadvantages. They are not generally highly accepted and cultural problems exist. Are you aware of any intelligence or personality tests that can be applied equally worldwide and for which there are test theoretical i ndices available?Weitmann, getting worked up about the topic, responded, â€Å"Well, these are minor problems, and if we need to we can ask our interns, trainees or HR assistants to develop such standardized tests. Or we could assign an external consulting firm to the task. † Carter, who in the meantime was scrolling through her voluminous labour law book, jumped into the conversation: I don’t think we should debate this issue any further. We have already decided several weeks ago to include testing procedures in the selection process. Just to be sure, I will confirm that the testing procedures coincide with the labour laws.We should now concentrate on how the individual modules will look and what skills should be covered in which module. â€Å"That is a good suggestion,† agreed Dai Wei. Increasingly gripped by this trend-setting suggestion, Mueller now cleared his throat and offered to summarize the contents of the modules: After due consideration, we have come to the conclusion that the first step of this multinational personnel selection system will be conducted in a similar manner at all Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. election system for APAC should be two-tiered. The first tier consists of three modules: a viewing of the candidates’ application documents, a telephone conference with the applicants that should be conducted in an unstructured manner, and the obtaining of three references from former employers. Unlike the current procedures, references should not only be used to verify past employment and the duration of employment, but also include a statement regarding the candidate’s personality. Four modules will follow in the second tier.Specifically, a panel interview, a biography-oriented in-depth interview, a simulated group exercise, and testing procedures. Does everybody still agree on these modules and the two-tiered system? Page 10 9B07C041 Koch stepped in, â€Å"Thanks, Andreas for your summary. Dai, could you please illustrate the second tier modules in an equally precise fashion? † â€Å"I will try,† taking a deep breath, Dai Wei said: The second level of the selection process will consist of — as already mentioned — a panel interview, a biography-oriented in-depth interview, a simulated group exercise, and a test.The purpose of the panel interview is to obtain detailed information about the candidate with respect to the required skills Andreas just summarized. That means that the competencies will be evaluated in this module of the selection process. The panel interview is a standardized exercise based on the critical-incident-technique. The candidate describes one critical situation and his or her behaviour in each situation for each of the six job requirements. Instructions and questions for the candidates have already been p repared.I will give you an example for the dimension â€Å"planning/organization. † The instructions will read: â€Å"An efficient manager has to be capable of organizing his or her agenda well in order to achieve specific goals. This includes, but is not limited to, prioritizing competing tasks well and delegating tasks to other employees in a timely fashion. Discuss a time last year when you had to keep a tight and challenging schedule. Also include methods you usually apply for time management. This introductory instruction will be followed by five open-ended questions that have to be answered by each candidate. An example for the dimension â€Å"planning/organization† is as follows: â€Å"Think about an event in which you showed previously discussed skills. Explain the circumstances. Describe precisely what you have done in order to manage this situation. What was the outcome? Who will be able to verify what you have described here? † The candidate will rec eive similar questions for the remaining five dimensions. Each candidate will be given an hour to prepare his or her answers.Afterwards, they will be given 30 minutes to present the results, with panel members given the opportunity for queries. Each candidate will then receive a score for each dimension (e. g. 5 being outstanding, 3 being acceptable, and 1 being unacceptable). The scores will then be Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. locations. Module one, a viewing of the candidates’ application documents, shall be conducted by applying the â€Å"6-eye-method. That is, three persons will be analyzing the applicant’s documents regarding his or her suitability for the targeted position. The result of this analysis is a preliminary selection of candidates. Individual telephone conferences with the remaining candidates will follow. The confere nces will be attended by the candidate and two members of our team: the supervisor at the site in APAC and one person from the German headquarters. The conference shall be conducted in an unstructured manner with everyone having the opportunity to ask the candidate questions.The goal of the conference will be to verify the candidate’s suitability for the position, his or her motivation for the position, and to obtain a general, overall impression of the candidate. If a consensus is reached that the candidate is suitable for the considered position three references from former employers or colleagues will next be obtained. As you all know, the reference system has paid off well in Europe, especially because it enabled us to identify all those cheaters and impostors. This will likely be doable in Asia as well.In the case that the references are predominantly positive, the first level of the selection process is completed. Subsequently, the candidate will have to pass the module s of the second tier. Dai Wei, would you like to illustrate the modules of the second tier in detail? Page 11 9B07C041 â€Å"Let’s move forward to the second module in the second tier: the in-depth biography-oriented interview. † Dai Wei continued: At this stage we verify a candidate’s strengths and weaknesses, but the primary objective is to gain insights into the candidate’s private and professional past.The in-depth biography-oriented interview shall be conducted by a psychologist. We are especially interested in the candidate’s expectations, how parents and other family members have influenced him or her, how cultural background affects his or her decisions, and possible untreated conflicts the candidate may have to face. The interview shall not be oriented towards job requirements, but instead consider the candidate’s complete life span and be of a general nature. Following this in-depth biography-oriented interview, a psychological opi nion shall be furnished.This opinion will be filed in our documents, without the candidate having the right to view it. It is important that the interviewer and the candidate have the same cultural background in order to prevent any possible misunderstanding during the interview (e. g. a candidate for a position in China shall be interviewed by a Chinese psychologist). Although this requirement may create additional expenses, we find it justifiable and needed to ensure an accurate expert opinion on the candidate’s qualifications is obtained. â€Å"Dr. Koch,† Dai Wei said, â€Å"What do you think about this approach? â€Å"I am not quite sure at the moment,† Koch responded, â€Å"I think it is very likely that a few of the suggestions just are not feasible given the high costs involved. For now, I am not able to say anything definite. We will have to wait. † Exhausted by the long-lasting discussions, it was becoming more and more difficult for Koch to sta y focused and absorb the arguments. He noticed that Yue Yu had not spoken out on anything, including the rivalry between Weitmann and Mueller Koch was convinced, as he could see in many different situations that a leader should stay out of these issues. One could not change things anyway. Change,† it crossed Koch’s mind, â€Å"Can one change a situation, in one’s life? No, people never change. Neither do circumstances in life. You get thrown in and there is no way out, and it would be a hopeless undertaking to try it. † Koch tried to take control over the situation again: â€Å"Well, let’s move on to the two last modules of the selection system. Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. summarized, forming the basis for the decision as to the panel’s level of recommendation.We discussed for a lengthy time whether we shoul d inform the candidates in advance about the dimensions (e. g. the meaning of each). In order to guarantee transparency for the candidate, we decided to inform them of all dimensions a priori. It is our hope that this will increase a candidate’s acceptance and understanding of the module’s purpose. Furthermore, we discussed whether the critical incidents should be presented in English, or whether they should also be available in other languages. We discussed the pros and cons thoroughly. From my own experience, it is difficult at times to communicate to someone in a second language.We decided it would be best to give the candidates the option of answering the questions in their language of choice. The instructions and questions will therefore be translated by professional translators from English into the particular language. In order to guarantee accuracy in the translation, the instructions and questions will be translated into English again (i. e. the back translati on technique). Although this extra translation step may appear as more work, it is warranted to ensure the translation is indeed reflective of its original content.These extra expenses can offer a tremendous advantage, especially for the Shanghai location. We are certain that we can effectively cover relevant dimensions that are cross-culturally important with this method. A separate pre-test is not designated. Page 12 9B07C041 Sabine, please explain modules three and four. How do they look? What competencies do they include? Are there any culture-specific adaptations that need to be dealt with? † Weitmann eagerly began to inform her colleagues about the modules: I can certainly do that.We are looking at a simulated group exercise and the adoption of standardized test procedures. The group exercise has been integrated in order to acquire typical dimensions, which are usually diagnosed in assessment centres, in a similar way. The assignment of an assessment centre for one or tw o days and the culture-specific adaptations would mean increased expenses. For these reasons, we have excluded this option, and alternatively will be using simulated group discussions. The candidate and three professional role players will participate in the leaderless group discussions. The role layers have to complete a two-day-long training session, after which they will receive an internal certificate stating that they can act as professional role players. Prior to the group discussions, the role players will receive specific instructions containing standardized roles. The role players include the â€Å"devil’s advocate,† whose task is to contradict the candidate’s opinion, the â€Å"supporter,† who is always on the candidate’s side, and the â€Å"viewless one,† who does not participate in the argument, but who will propose opinions that don’t have anything to do with the topic at all.Prior to the discussion, each participant will be informed about the topic. The chosen topic should deal with issues that contribute to the development of the employees in their own department. The topic shall be identical APAC-wide. We have deliberately chosen a topic away from specific skills in order to allow each candidate equal chances for the completion of this task. Naturally, candidates with strong leadership skills will have advantages over those who have only been in a leading position for a short time.The candidate will not be informed that the discussants are role players with specific assignments. The dimensions that will be evaluated in the group discussions include communication, cooperation, stress tolerance/resilience, assertiveness, and ambiguity tolerance. The roles and individual instructions will only be available in English in order to standardize the exercises cross-nationally. The group discussions shall also be carried out in English. The candidate will be given 15 minutes to prepare for the discussion after the topic has been revealed.The whole discussion will be video-taped. This recording will then be made available to three independent observers, who will ideally come from different countries. It is their task to observe the candidates’ behaviour during the discussion, and to assess the candidates’ behaviour with respect to all relevant dimensions and in compliance to the behavioural scale available to the observers. Additionally, each observer has the opportunity to write down his observations qualitatively.The observations of all observers will then be collected and statistically converted into a final score for each candidate. It is important to mention that every observer, who can be recruited from any hierarchical level, must pass an observer training course that teaches the basics of behavioural observation, the meaning and importance of such exercises, the dimensions, behavioural indicators for each dimension, as well as the role players’ assignment s of their specific roles. That concludes all the information we have gathered on the simulated group discussion.Goldmann, interrupted: Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 13 9B07C041 I don’t want to be rude, but isn’t it important to take the candidate’s perspective into consideration, as well? I mean, if the candidate has no clue about the situation in which he or she is in, he or she deserves clarification as well as extensive feedback once the group discussion is completed. I think that extensive feedback, in both oral and written form, must absolutely follow the module. It is nice that you think that,† Mueller countered: Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. But unfortunately nobody cares about th e candidate’s perspective. We are interested in choosing the right person, certainly not in satisfying the applicants. What horseplay — these never-ending discussions on fairness and acceptance. Reality differs significantly from the ideal procedures we are taught in university, my dear.It is really annoying the kind of stuff that is being taught at our renowned universities, and most likely by professors that have not seen much outside of their institutes, let alone in a company. Goldmann, who only wanted to contribute with a suggestion, was obviously upset about the comment. She could barely hold back her tears as she marched out of the conference room. The Chinese trainee followed her with the intention of calming her down, losing the handouts he had prepared for the meeting and that he was supposed to distribute beforehand.Finally, Yue Yu ran out of the room and into the female washroom, where she found Goldmann looking miserable, in tears and close to a nervous br eakdown. â€Å"Dr. Koch,† Carter, who saw herself responsible to demonstrate her judicial knowledge, advised: I think that this argument has merit to it. Candidate feedback is important. Just imagine the consequences and damaging results of not providing feedback. Feedback should not be underestimated. I am particularly thinking about rejected candidates. ComInTec cannot afford these kinds of mistakes. † Koch agreed only partly and replied: Mrs.Carter, now you have subscribed to this view, too. Do you have any precedent? As you know, all candidates receive feedback in writing regarding their overall impression. As you should know further, this feedback does not cover any specific dimension or module, but it offers a very good general conclusion. Should candidates be interested in the impression they made, they simply need to read the report. That should be sufficient. I do not agree that we should focus on unpleasant feedback, or would you like to conduct all of those c onversations yourself, Mrs. Carter?Now the psychologist jumped into the discussion, acting as a mediator. She pointed out the following: The question regarding the feedback should not be our priority. We still need to discuss module four. I am talking about the testing procedures that have to be included in the selection system. As I have mentioned before, it is essential to use psychometric testing procedures. Insofar, module four consists of an intelligence test and a personality test that every candidate has to complete. That gives us indicators for â€Å"general intelligence† as well as for the â€Å"big five. The specific test procedures will be used still have to be specified for each country of course. But I am convinced that we will be able to manage that. Page 14 9B07C041 With the Goldmann still in the bathroom crying, there was only one recorder left, which resulted in much of the meeting no longer being documented. Dai Wei, who had returned to the meeting and was trained in presentation techniques, felt obligated to conclude the points that were most important with the use of a flip chart: If I may conclude, we have decided that the ersonnel selection system consists of two tiers that include several modules. We have specified these modules in content and procedures. Hence, we have achieved the first step of our meeting. We intended furthermore to specify the adaptations for each target country and how to implement those modules. We need to next reach a consensus on the second and third goal of this meeting. Koch commented: Dai Wei, what are you thinking? It is already 1:30 p. m. and that means that the time for our meeting is more than up. We won’t be able to decide on the remaining points today.I expect that the recorders will make a flawless and written report available by 9:00 Wednesday morning. Please pass this on to Sarah and Yue Yu. This will give me time to review all the meeting minutes and finalize any unresolved issues. You should expect a final copy of the resolutions on the multinational selection system to be available by Friday at 9 a. m. With respect to the issues that were not resolved today, I will make the decisions myself and include them in the report. This resolution shall also deal with the questions that we could not look into, due to the lack of time today.I don’t care how you will do it – just do it. Thank you for your attendance at this meeting, Dai Wei, Sabine, Mrs. Carter, Andreas, and honourable sir of staff. † With these words, Koch terminated the meeting. Due to the lengthy meeting, there was no lunch break. This particularly bothered the Chinese team members, but it was not voiced. Koch believed that Asians set a high value on lunch breaks because they highly value food and money. Unfortunately, Koch could not be bothered to worry about it — according to him, food and money were the lower motivators on the Maslow Pyramid of needs.He muttered under his b reath: Those Asians, it’s always just about food, money, and shopping, and they are continuously on the phone — what do they have to tell each other all the time? How often do I see them yelling at each other in Chinese, hard and ruthlessly, whereas they always show me a smile? You never know what they really think, and when I ask them they tell me something positive anyways. Negative remarks in front of the boss are obviously a big taboo, and the word ‘no’ does not seem to exist in their vocabulary.Right after the meeting, Koch went straight to his office and did not come out again for the rest of the afternoon. Koch received the meeting minutes on Wednesday and wrote his final report for Koenig. Koch later received a short notice sent by Koenig via e-mail on Friday afternoon. Koenig informed him that important basic conditions and necessary adaptations had not been taken into consideration sufficiently in the new multinational personnel selection system; therefore, he had handed the case over to global headquarters.In addition, the e-mail stated that there would be staff-related consequences for his department in Hong Kong. In response, Koch sat down to write a long letter to Koenig’s attention. Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 15 9B07C041 Exhibit 1 DIMENSIONS AND INDICATORS OF CULTURAL DIFFERENCES (HOFSTEDE) Power Distance: Degree to which society members accept an unequal distribution of power.Characteristics of large power distance: Inequalities among people are expected and desired. Less powerful people should depend on the more powerful authoritarian values Organizational hierarchy reflects inequality between higher-ups and lower-downs Centralization is popular Subordinates expect to be told what to do Wide salary range between top and bottom of organization The ideal boss is a benevole nt autocrat or good father Privileges and status symbols are popular Uncertainty Avoidance: Degree to which society members feel uncomfortable by uncertain or unknown situations.Characteristics of strong uncertainty avoidance: Uncertainty is felt as threat, feeling of anxiety Fear of ambiguous situations What is different, is dangerous Suppression of deviant ideas Resistance to innovation Motivation by security Masculinity/Femininity: Masculinity pertains to societies in which social gender roles are clearly distinct (i. e. men are supposed to be assertive, tough, and focused on material success whereas women are supposed to be more modest, tender and concerned with the quality of life); femininity pertains to societies in which social gender roles overlap (i. e. both men and women are supposed to be modest, ender, and concerned with the quality of life). (pp. 82-83). Characteristics of masculine societies: Dominant values are material objects and success Money and things are import ant Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Men are supposed to be assertive, ambitious, and tough Women are supposed to be tender and take care of relationships Girls cry, boys don’t Live in order to work Stress on equity, competition among colleagues, and performance Resolution of conflicts by fighting them outPage 16 9B07C041 Exhibit 1 (continued) Characteristics of feminine societies: Dominant values are caring for others and maintenance of relationships People and warm relationships are important Men and women are both supposed to be tender and take care of relationships Work in order to live Stress on equality, solidarity and quality of work life Resolution of conflicts by compromise and negotiation Individualism/Collectivism: â€Å"Individualism pertains to societies in which the ties between individuals are loose: everyone is expected to look af ter himself or herself and his or her immediate family.Collectivism as its opposite pertains to societies in which people from birth on are integrated into strong, cohesive ingroups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyality. † (p. 51).Characteristics of individualist societies: Individual interests prevail over collective interests Identity is based on the individual Employer-employee relationship is a contract that is supposed to be based on mutual advantages Hiring and promotion decisions are supposed to be based on skills and rules only Management is management of individuals Task prevails over relationship Characterisitcs of collectivist societies: Loyalty for the ingroup (family) Identity is based on the social network to which one elongs Harmony should always be maintained and direct confrontations should be avoided Employer-employee relationship is perceived in moral terms, like a family link Hiring and pr omotion decisions take employees’ ingroups into account Management is management of groups Relationship prevails over task Source: Geert Hofstede, Cultures and Organizations: Software of the Mind, London, 1991.Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13. Page 17 9B07C041 Exhibit 2 ASPECTS OF CULTURAL DIFFERENCES: ANGLO VERSUS ASIAN Asian Collectivism: â€Å"related self† Group identity, group achievement & rewards, group loyalty, â€Å"guanxi† High power distance (hierarchy) Low power distance (equality) – Work allocation based on competence, rather – Age/seniority is King! Formal interactions than age – Do without asking – Partnership is encouraged – Empowerment regarded as a threat – Informal interactions – Empowerment is the key to growth Control Harmony – Individuals take control â€⠀œ Be in harmony with others rather than show – Free expressions initiative or take charge – Disagreements and differences are not a threat – Emphasis on politeness, respect and emotional restraint – Difference maintains harmony; equality upsets harmony Secular Religious/spiritual – Keep your religion to yourself – In Muslim countries, workplace, ethics, codes of behavior and dress are guided by Muslim religious teachings – Time off during working hours for prayers for Muslims Circular thinking (high context) Linear thinking (low context) – Circling around the topic – Speech and argument patterns are linear – Colorful and flowery language in India – Ideas backed by explanations and examples – Concise – Hate waffling Shame/Lose Face Guilt – Governed by own conscience and internal – â€Å"What will others say? – Group pressure to maintain group reputation sense of right and wrong – â€Å"Give face† — don’t question your leader – â€Å"Lose face† — look bad when publicly challenged – â€Å"Save face† — don’t own up your own mistakes – â€Å"Gain face† — look good when praised in public – â€Å"Thick face† — no shame, don’t care – â€Å"Show face† — manager visits your home – â€Å"Got face† — speech, behavior, dress reflect status in a family, business, or community – Anglo Individualism: â€Å"separated self† Unique, personal space, goals, achievements Licensed to the University of Regina for use by Professor Sandra Steen in the course â€Å"MBA/GBUS 843 Strategic HR Management,† from 01/07/13 to 04/30/13.