Competitive Strategies Apple and Microsoft

Introduction Apple Inc. was initially referred to as Apple Computer, Inc. It is a global corporation from America and engages in personal computers, computer software, and consumer electronics.Advertising We will write a custom research paper sample on Competitive Strategies: Apple and Microsoft specifically for you for only $16.05 $11/page Learn More Steve Jobs established the company in 1976. According to the Fortune Magazine, Apple was United States’ most admirable company in 2008. Beginning from 2008 to 2012, Apple was the world’s most admirable company. Microsoft deals with the sale of personal computers and software. Differences between Corporate Culture in Apple and Microsoft The key difference in the corporate culture practised at Microsoft and Apple is secrecy. Apple’s fans rely on the company’s rumour sites for speculations regarding the launch of novel products. Apple hardly displays its products before they are rea dy for shipping. On the contrary, Microsoft provides sneak product previews long before the products are launched. This is partially as a result of the corporate culture at Microsoft. In addition, the company has a wide array of enterprise customers and vendors who require arranging software appraisal ideas. Apple invests in an exceptionally hardnosed corporate culture. This is a mystery that all global business executives desire to comprehend (O’Regan, 2012). The culture is founded on the concept that employees with a self- drive deliver more as opposed to cases where there are managers at every department. The organizational structure at the company was almost unpopular and purposed at allowing people working in the fields to make decisions. Apple is admired for its delightful but intricate technologies. However, it is worth noting that the company’s environment is termed as unforgiving and brutal. In regard to this, there is a strict adherence to accountability, swi ft decisions, and perfect articulation of communication. Every meeting is guided by an action list and every employee knows their supervisor. The weekly meetings aim at promoting a responsible culture.Advertising Looking for research paper on computer science? Let's see if we can help you! Get your first paper with 15% OFF Learn More The MSDN (Microsoft Developer Network) offers technical references that can be used by developers. In addition, articles from the company’s magazines are also available. Individuals and companies are offered subscriptions by the MSDN. Expensive subscriptions allow access to beta software versions (Lee Yu, 2004). In 2004, the company initiated a community site, which was meant for users and developers. The site was referred to as Channel9 and it offered an internet debate and wiki. The On10.net site offers daily video casts in addition to other services. Helpful individuals can be selected by the company’s employees or peers for the MVP (Microsoft Most Valuable Professional) status. People in this group possess a unique social status and can receive awards and benefits. At Microsoft, the phrase â€Å"eating our own dog food† refers to the policy of utilising beta versions and preleases when testing products in real circumstances. The company’s hiring process is exceptionally unique and imitated by other companies, which dub it as the â€Å"Microsoft interview.† The company is marked as notorious for denying the H1B visas that permitted US companies to recruit particular foreign workers (Jones, 2010). Microsoft argues that employing foreign workers at lower salaries will result to unemployment among the US citizens. Ways in which each unique culture ensures positive competition In the case of Apple, a culturally responsible workplace ensures that employees enjoy their roles. In addition, every employee knows who should address their issues. As such, employees possess an exceptionally high level of self- drive. Consequently, this increases every employee’s output. This is a factor that promotes positive competition. Employees at Apple value their company, offer diverse ideas on novel technologies and developments, and advise on how to curb competition. This ensures that the company produces unique products and uses unique marketing strategies, which enlarges the company’s market share (Flamholtz, 1995). On the other hand, Microsoft hugely invests in the opinions and ideas from funs, customers, and employees. As stated earlier, the company has several newsgroups and online debate sites where various individuals can offer their opinions. Through this, the company gains innovative ideas and a wide knowledge base. Consequently, the company uses this feedback to better their products.Advertising We will write a custom research paper sample on Competitive Strategies: Apple and Microsoft specifically for you for only $16.05 $11/page Learn More How each company would thrive if the present corporate culture was changed At Apple, the employees are guided by the CEO’s authority. In this regard, it is worth noting that the two companies use different leadership styles. For instance, at Apple, the Head of Design can speak on behalf of the CEO. Design is an extremely vital priority at the company. On the contrary, Microsoft relies on negotiation. It is all about supporting individuals and companies who support their features. In my view, irrespective of the excellent negotiation skills at Microsoft, there is need for a style of leadership where the leader has the overall say. This ensures some form of control (Want, 2006). It is worth pointing out that Microsoft possesses exceptionally brilliant individuals and is extremely successful. Apple Company should retain their simplicity, specialization, and the culture of concentrating on a few accomplishments at a time. Apple should engage in restructuring st rategies so as to be able to control its finances and operations, which will ensure its competitiveness. References Flamholtz, E. (1995). Managing organizational transitions: implications for corporate and human resource management. European Management Journal, 13(1), 39-51. Jones, G. R. (2010). Organizational theory, design, and change. Upper Saddle River, NJ: Prentice Hall. Lee, S. K. J., Yu, K. (2004). Corporate culture and organizational performance. Journal of Managerial Psychology, 19(4), 340-359. O’Regan, G. (2012). Technology Companies. London: Springer.Advertising Looking for research paper on computer science? Let's see if we can help you! Get your first paper with 15% OFF Learn More Want, J. (2006). Corporate culture: Illuminating the black hole. New York: St. Martin’s Press. This research paper on Competitive Strategies: Apple and Microsoft was written and submitted by user Haleigh Mendoza to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Tiger Essays

Tiger Essays Tiger Essays The princess had to decide whether to send the lover to the tiger or to the lady. The lover’s destiny was in the princess’s hands since she knew what was behind the doors. If the princess sent to the tiger, he would die and if she sent him to the lady, the lover would marry her. It was a tough decision because she hated the lady, she wanted to have a semi barbaric futurity with the lover but at the same time, she doesn’t want to see the horror of the tiger death and she wants to legitimize their love. The princess sent the lover to the tiger because of semibarbaric futurity, she dislikes the lady and she is semibarbaric. To begin with, she would send her to the tiger because she wants to see him in the semibarbaric futurity. The princess lost the lover because either way if he picks the tiger or the lady, the princess won’t have him anymore unless the lover could wait for the princess in the heavens until she dies. â€Å"Would it not be better for him to die at once, and go to wait for her in the blessed regions of semibarbaric futurity?† (Stockton, 9). Based on this, the princess has a religious belief so she believes they will be reunited in the heaven. Even if they can’t be together in reality, at least there is a chance for them to be together in the heavens. Secondly, the princess hates the lady, so she would send the lover to the tiger. The princess would not want the lover to be married to the lady. â€Å"It was one of the fairest and selected as the reward of the accused youth, should be he proved innocent of the crime of aspiring to one so far above him; and the princess hated her.† (Stockton, 7). The princess is jealous of the lady because she is more beautiful than her, She is also afraid that there might be something going on between the lady and the lover. â€Å"Often had she seen, or imagined that she had seen, this fair creature throwing glances of admiration upon the person of her lover, and some times she thought these glances were perceived and even returned.† (Stockton, 7). The princess thinks the lady is trying to steal the lover from the princess which makes the princess hate her even more. The princess would do anything to get the lover away from the lady. Lastly, the princess herself is semibarbaric making her more likely to send the lover to the tiger. The princess bribed and threatened people who were associated with the cages to find out the

To what extent the laws on foreign invested enterprises in China have Essay

To what extent the laws on foreign invested enterprises in China have transformed in line with China' WTO membership - Essay Example Moreover, the ‘dual tax system’ has led towards imposition of different tax rates that are applicable to FIEs and Chinese enterprises. FIEs in China possess favourable tax treatment in comparison to domestic Chinese enterprises. The FIEs are also facilitated with special tax rates as well as deduction of taxes along with tax holidays 1(LI 2008). The People’s Republic of China (PRC) Enterprise Income Tax Law, from the beginning of the year 2008 has developed a unified tax system that is applicable for both domestic Chinese enterprise and FIEs. In accordance with the revised PRC law, it has been viewed that an income tax charge of 25 percent is applicable for all business enterprises of China2. In December 2001, China acceded towards significant World Trade Organisation (WTO) that deals with trade regulations between different nations, ultimately changed the scenario of the business law environment of China3. In this regard, WTO had devised significant reforms for d ifferent FIEs in China that emphasised upon minimising tariff rates as well as opening new sectors for foreign investment. Moreover, WTO has also reformed the legal system which includes protection of intellectual property as well as control of foreign exchange4. The discussion intends to emphasize upon examining the historic background, development and features of Chinese law governing the forms of organisation belonging to FIEs. Moreover, the WTO impact upon the transformation of Chinese business law will also be portrayed in the discussion. Main Body Historic Background and Development of FIEs The historic background and the development of Chinese law governing the forms of organisations of FIEs can be segregated into three phases that have been discussed hereunder. The Initial Stage (1979-1986) In the year 1979, a law on Chinese-Foreign Joint Ventures was approved and it was the first law of the State Council of China that is related to foreign investment consumption. The Chines e State Council from the year 1979 to 1980 had provided favourable as well as flexible policies with regard to foreign investments. In order to develop the Chinese economy as compared to Soviet Union, China developed a legal system based on Soviet Union legal framework. In this similar context, it was viewed that Hong Kong as well as Macao was regarded to be the major foreign investors in China and investments were mainly made in manufacturing units as well as hotels which are mainly labour intensive5. Steady Development Stage (1987-1991) In the year 1986, the State Council instigated a law relating to the development of foreign investments for the motive of minimising issues between domestic Chinese enterprises and FIEs. Moreover, the law helped in eliminating the problem of currency exchange for foreign investors and it also facilitated the foreign investors and export businesses to reap significant benefits. During this stage, foreign investments increased in export enterprises a s well as manufacturing industries along with high technology industries and its expansion in many business areas was also been observed 6. Accelerated Development Stage (1992-1999) In the year 1993, it has been observed that the amount of foreign inve

United States of America vs Ike Brown Essay Example | Topics and Well Written Essays - 1000 words

United States of America vs Ike Brown - Essay Example This essay will summarize the complaints and evidence of that the Government presented against Ike Brown, his defense, as well as comment on the strangeness of this situation, that is, of the government using the voting rights act to prosecute a black man for the violation of white voter’s and candidates rights. The fundamental complaint against Ike Brown by the United States government is that he abused his position as chair of the Democratic Committee in his county to unfairly stop white voters from participating in the primary elections when they had the right to, and unfairly persecuted white candidates who were running in those elections. Some of the governments allegations simply attempted to demonstrate that Brown had a strong bias towards white candidates – this includes statements by Brown criticizing black voters who chose to vote for white candidates, and other acts of outspoken intimidation such as naming a list of white democrats who he discouraged to vote in the election. They also accused him and the committee he chaired of many procedural violations such as mis-handling the counting of absentee ballots, and allowing campaigning within and around polling stations. They also demonstrated that the elections committee violated state policy by only having about six percent of the polling officers for the Democratic primary be white, even though twenty percent of the Democratic population was white, though with a sample size as small as polling officers and a country of only about 11,000 people, it is hardly surprising this disparity could exist. A great deal of the government’s evidence thus simply tried to show that Brown had a preference for black voters, polling officers and elections officials. But the bulk of their evidence rests on absentee balloting laws, and the Government’s assertion that Brown abused absentee balloting procedure in order to both favor black candidates and prevent white voters from participating in the electoral pr ocess, as well as manipulating assisted balloting procedures to favor black candidates. Mississippi state election law has two features that are meant to make elections more accessible: absentee balloting and assisted balloting. Both have strict controls. Absentee balloting is for people who, for some reason, are not able to be present, for instance if they are in school out of state or deployed with the armed forces, but there are strict controls on what excuses allow a person to use an absentee ballot. Assisted balloting is when someone else assists the voter in filling out their ballot, which is only allowed to be done in the case of blindness, physical disability that prevents someone from being able to vote, or demonstrable illiteracy, and who have requested assistance in filling out their ballot. The US Government provided evidence that Brown violated these procedures. The Government contends that Brown accepted and actually even pursued absentee ballots from black voters who were currently living within the county and had no reason whatsoever to vote via an absentee ballot. Furthermore, they presented witness testimony that these ballots were filled by people other than the voters (assisted balloting) despite the fact that the voter was in no way disabled or illiterate and had not requested assistance in filling out their ballot. The government contended that Brown and his associates essentially filled in absentee ballots for black people who were unlikely to vote, brought the ballot in favor of a black candidate for them to authorize, and then sent it away. In some cases they

Important Management Questions Essay Example | Topics and Well Written Essays - 1250 words

Important Management Questions - Essay Example DMAIC method can be utilized when a product or a process is in existence at the company and does not meet the customer specification. In case of clinical practices setting, DMAIC tool can be effectively utilized when any kind of change in triggered. For instance, the health care organisation plans to introduce a new department such as neurology department for the patients. Such introduction necessitates the demand for change management in the healthcare setting. Therefore, all the aspects of DMAIC model need to be taken into consideration when bringing in such a change. At the outset, it is significant to create awareness regarding the change in the heath care organization. After having created awareness, the desire to change amongst those affected needs to be measured. Furthermore, it becomes essential to train the people and thus ensure that the organization has the ability to change. After having gained the necessary training, the people in the organization are capable of embracin g the desired change effectively. When a clinical administrator in an organization recognizes that the organization will be capable of adjusting with the change, only then change can be enforced. The Six Sigma DMAIC process can be implemented to identify the lacuna in the existing systems and to recognize how to correct them and thus implement required changes for the near future. DMAIC can be utilized in the clinical setting when the existing processes are not meeting the needs of the patients. FMEA Utilization in Performance Management FMEA stands for Failure Mode and Effects Analysis. It is a methodical and proactive technique for assessing a method to recognize the probable ways in which it may fail. It further evaluates the influence of the failures, in order to determine the parts of the processes that require change. FMEA has been utilized in the health care industry for organizing the information that has been gathered on causes and their effects. FMEA can be utilized in the process conceptualization and design along with assessment stages. The concept can be consistently applied for constant quality improvement in care providing processes from planning through performance evaluation. In case of clinical practices, the various factors under which performance management can be evaluated have been mentioned in the table below: Factors For Consideration For Performance Management Through FMEA Gathering a team of clinical experts who are involved in a high-risk care process Identifying a trained facilitator Undertaking meetings to converse about a care process in detail Conducting analysis as well as scoring hazardous items upon the care process related maps Applying the indicated results High-risk care processes are generally those where the processes that are employed are generally fragmented and comprise people from numerous departments as well as disciplines for performing similar tasks. Results obtained from FMEA tend to explain and to prioritize fail ures in care providing process and thus facilitate to determine the root causes of such failures. The table below helps to explain the use of FMEA in performance management of the employees in the hospital. The Table Below Describes the FMEA Scoring Example: Function Potential Failure mode Potential effect(s) of failure S Potential causes(s) of failure O

The Dynamics Of Vertical And Horizontal Diversity Business Essay

The Dynamics Of Vertical And Horizontal Diversity Business Essay Malcolm X once exclaimed, When White America catches a cold, Black America catches pneumonia. Malcolm and Martin seldom agreed but on this they did. As for me, this statement, I have always understood but had not seen firsthand. Nearing the end of the Bush Administration, America went into recession. My job area of coverage increased as we layed off other engineers. As I would drive a boring stretch of Interstate 26, a particular truck stop was my favorite for refueling. It had spacious sanitary restrooms, a well stocked coffee bistro, and a McDonalds restaurant for my milk shake fix. Remarkably, the employees were over 60% black. Now keep in mind a small town mostly African American is nearby. Within six months of the downturn, the staff dwindled to about 30% black. After a year, the stop was devoid of blacks and Hispanics. I saw firsthand what it looked liked when America had a cold. That small black town had the flu. Unaware why the staffing change actually took place, it is plain to see that the employers did not see diversity as a positive aspect of the business. In fact, many people dont see diversity as a positive. A recent poll of 427 working Americans by Workplace Options found that less than half of them believe that diversity makes their products of services better. (Hastings, Poll: Many Employees Dont Embrace Diversity, 2012) While small business can escape laws that mandate diversity, Organizations must maintain even in time of decline. Over the next few pages, I will provide an introspective into Organizational Diversity. Organizational Diversity Defined as the differences in human characteristics in an organization; Organizational Diversity comes with mixed bag of perspectives, opinions, rules, ordinances, laws, and thoughts. The Human Resource manager finds him or herself in a key organizational position from diversity training to compliance. In another of study 511 executives on the International Executive Panel, when asked to select the benefits of diversity they had experienced personally, most agree on they cited: broadens horizon, stimulates discussions, creates individual respect, stimulates leaning, and Increases decision making. (Hastings, Awareness of Biases Helps Leaders Adapt to Diversity, 2012) Essential Perspectives To streamline the narrative, I will speak of organizational diversity from the view of our text, Human Resource Management (Essential Perspectives). Tangible indicators of diversity are race, ethnicity, origin, age, gender, marital status, family status, sexual orientation, disability and religion. (Mathis Jackson, 2012) Our text subtitled Essential Perspectives, highlights four organizational approaches to diversity: 1. Ignore diversity 2. Begin process and deal with adversity 3. Build acceptance of diversity 4. Solve diversity issues and create an inclusive culture. First, the ignore diversity approach, known in South Carolina as the Good ole boy system is rooted in protection of the status quo. Not unlike the truck stop who switched to this method during recession, organizations are subject to legal issues when using this approach. A second approach to diversity, organizations begin the process of dealing with diversity by focusing on the protected classes. These protected classes line up with the tangible indicators introduced earlier. This approach is seen to enhance internal problem solving, by practice HR provides diversity training and brings organizations in compliance with affirmative action. In the third approach to diversity, organizations build acceptance to diversity. This is when diversity starts to pay off and conflicts are reduced. Top and middle management buy in is pivotal at this time. Lastly, the fourth approach to diversity is to solve diversity issues and create inclusive culture. Now diversity is approached proactively and business results improve. As an organization works upward through each approach it reflects positively on the bottom line. Our most oft thought of diversity class is race and ethnicity. In this time of recession many are working longer, which brings generational diversity to the forefront. Many older white men are feeling what women have felt for years. Yes, gender diversity and generational diversity are two very relevant issues. Thus, diversity training must be updated and expanded for todays realities, not just focusing on race and ethnicity. Additional components of diversity training now are legal awareness, cultural awareness, and sensitivity training. While subtitled Essential Perspectives our text still left me wanting; in need for a deeper perspective. I examined two sources our authors used in developing the text. First source is The Rich Get Richer and next The Dynamics of Vertical and Horizontal Diversity. The Rich Get Richer The Rich Get Richer: Predicting Participation in Voluntary Diversity Training takes a step deeper into organizational diversity training to glimpse at who participates when it is voluntary. Whether the organization adopts a narrow (race and gender) or broad (multiple diversity dimensions) focus, diversity training is designed to help employees take a positive, proactive approach toward diversity that goes beyond past non-discrimination. (Kulik, Pepper, Roberson, Parker, 2007). While most organizations have training as part of their diversity initiative, it is oft voluntary. Companies feel uneasy dictating some employees participate, so they just post it on the company web site or make it a union responsibility. Some of the employees see diversity and equal opportunity training as offering an unfair advantage to the others, not just leveling the playing field. (Kulik, Pepper, Roberson, Parker, 2007) The question is, who would participate in voluntary diversity training? The journal delved where the text would not go, if voluntary how does an organization influence employees to participate, especially if it is truly seen as a positive. These positives can only be realized in voluntary diversity training initiatives if the training attracts the employees in the most need of training. (Kulik, Pepper, Roberson, Parker, 2007). The author strongly suggested organizations can accomplish this by adjoining diversity training to other corporate training. In all candor, this problem is experienced in other training areas such as safety or ethics, but organizations are more comfortable in mandating them, perhaps because they do not upset the good ole boy system. Nevertheless, requiring participation in diversity training sends a clear and direct signal that it is important. (Kulik, Pepper, Roberson, Parker, 2007) The Dynamics of Vertical and Horizontal Diversity I choose two sources cited in our text to move deeper into the mind of the author as the text was written. The first provided a look at diversity training. Next, The Dynamics of Vertical and Horizontal Diversity introduced the concepts of vertical and horizontal diversity. Vertical diversity evaluates differences as superior or inferior; while, horizontal diversity treats difference as variation. (Awbrey, 2007) Before, we addressed voluntary diversity training, now lets consider the ongoing importance of diversity management. Long past the civil rights period of Malcolm and Martin, vertical diversity, difference as superior or inferior, continues in American society and organizations. It is now more subtle, some even say it does not exist. The glass ceiling is real and effects women in greater numbers. How to achieve organizational diversity with this prejudice undercurrent? The historical contexts of the African American civil rights movement and of womens liberation serve as backgr ound to illustrate how the elements of difference, pride, and potential space have influenced the unfolding of vertical paradigms of assimilation and separatism in the United States. (Awbrey, 2007) Assimilation and separation are results of vertical diversity. Assimilation or bleeding in is the killer of diversity. Organizations at times push for assimilation everyone must look and sound the same. How many bank tellers have you seen with dreadlocks? Separation is another reducer of diversity. During the wave of the womens movement, women began to drop their desire to assimilate into a male-constructed public world. (Awbrey, 2007) Horizontal diversity, view of diversity as a variation, allows the person to engage in inquiry to lessen uncertainty rather than making snap judgments and using stereotypes to categorize the other. (Awbrey, 2007) Horizontal diversity fosters integration and learning, which allows employees to contribute talents and abilities to the organization. HR now must go beyond just diversity training and implementing team development with horizontal diversity. Research Last I will go outside our text and its sources to merge some independent research. Our question, Does organizational diversity truly have an impact on the bottom line? I went to the HR compliance library to find the answer. According to a 2001 survey of 121 HR professionals by the Society for Human Resource Management and Fortune magazine, top companies say diversity initiatives have a direct impact on the bottom line and help an organization keep a competitive edge. (HR Compliance Library, 2013) The research found that diversity programs do improve corporate culture. Some diversity initiatives cited are recruiting, cultural events, orientation, and bilingual training. Some leading diversity practices for a successful organization are top leadership commitment, succession planning, diversity training, and diversity as part of an organizations strategic plan. (HR Compliance Library, 2013) Conclusion Defined as the differences in human characteristics in an organization; Organizational Diversity is a mixed bag of perspectives, opinions, rules, ordinances, laws, and thoughts. The human resource manager finds him or herself in a key organizational position from diversity training to compliance. As a deep dive into our text, I examined two sources cited by the author. The sources covered diversity training and the dynamics of horizontal and vertical diversity. Diversity presents opportunities in organizations providing a broader spectrum of knowledge and points of view. One fact boomers, generation-Xers, and millennials can agree on is, going forward organizational diversity at surface and deep level is the new normal.

Buddha Essay -- essays research papers fc

Buddha The word Buddha means "enlightened one." It is used today as a title to the one who has given us more religious beliefs than almost any other human who lived in this world. However, he was not given this name at birth; he had to earn it for himself by undergoing long, hard hours of meditation and contemplation. Buddha has changed the lifestyles of many cultures with new, never-before asked questions that were explained by his search for salvation. He began an entirely new religion that dared to test the boundaries of reality and go beyond common knowledge to find the answers of the mysteries of life. India During the sixth century BC, India was a land of political and religious turmoil. It was an era of great brutality with the domination of Northwest India by Indo-Aryan invaders. Many people, influenced by the Aryan civilization, began to question the value of life and it's true meaning. Schools were opened because of this curiosity where teachers would discuss the significance of existence and the nature of man and held programs to reconstruct one's spiritual self. (Pardue, page 228) Background Near the town of Kapilavastivu, today known as Nepal, lived King Suddhodhana and Queen Maya of the indigenous tribe known as the Shakyas. (Encyclopedia Americana, page 687) Queen Maya soon became pregnant and had a dream shortly before she gave birth. In this dream a beautiful, white elephant with six tusks entered her room and touched her side. This dream was soon interpreted by the wisest Brahmin, or Priest of Brahmanism, that she was to give birth to a son that would, if he were to remain in the castle, become the wisest king in the world, but if he were ever to leave the castle he would then become the wisest prophet far into future generations. (Encyclopedia Americana, page 410) In around the year 563 BC, Siddhartha Gautama was born into a life of pure luxury. (Wangu, page 16) His father wanted to make sure that his son was well taken care of as he grew to prevent him from desiring to leave the palace. Suddhodhana, listening to the prophecy, kept Siddhartha away from the pain of reality so that he could follow in his father's footsteps in becoming a well respected leader. As Siddhartha grew, ... ... his teachings will be remembered for generations. He has sacrificed his total salvation so that mankind could be taught of the path to enlightenment. The Buddha has proven to be one of the wisest and giving men who touched the lives of so many millions of people. Buddhism will live on as a major impact on the cultures of the world and the Buddha will never be forgotten. "Everything that has been created is subject to decay and death. Everything is transitory. Work out your own salvation with diligence." -Buddha (Wangu, page 31) Bibliography "Buddha and Buddhism." Encyclopedia Americana. 1990. Cohen, John Lebold. Buddha. Mary Frank, 1969. Pardue, Peter A. "Buddha." Encyclopedia of World Biography. McGraw Hill, 1973. "The Buddha and Buddhism." The New Encyclopedia Britannica. 1990. Wangu, Madhu Bazaz. Buddhism. New York: Facts On File, 1993.

British Airways Essay

I remember going to parties in the late 1970s, and, if you wanted to have a civilized conversation, you didn’t actually say that you worked for British Airways, because it got you talking about people’s last travel experience, which was usually an unpleasant one. It’s staggering how much the airline’s image has changed since then, and, in comparison, how proud staff are of working for BA today. British Airways employee, Spring 1990 I recently flew business class on British Airways for the first time in about 10 years. What has happened over that time is amazing. I can’t tell you how my memory of British Airways as a company and the experience I had 10 years ago contrasts with today. The improvement in service is truly remarkable. British Airways customer, Fall 1989 In June of 1990, British Airways reported its third consecutive year of record profits,  £345 million before taxes, firmly establishing the rejuvenated carrier as one of the world’s most profitable airlines. The impressive financial results were one indication that BA had convincingly shed its historic â€Å"bloody awful† image. In October of 1989, one respected American publication referred to them as â€Å"bloody awesome,† a description most would not have thought possible after pre-tax losses totalling more than  £240 million in the years 1981 and 1982. Productivity had risen more than 67 percent over the course of the 1980s. Passengers reacted highly favorably to the changes. After suffering through years of poor market perception during the 1970s and before, BA garnered four Airline of the Year awards during the 1980s, as voted by the readers of First Executive Travel. In 1990, the leading American aviation magazine, Air Transport World, selected BA as the winner of its Passenger Service award. In the span of a decade, British Airways had radically improved its financial strength, convinced its work force of the paramount importance of customer service, and dramatically improved its perception in the market. Culminating in the privatization of 1987, the carrier had undergone fundamental change through a series of important messages and events. With unprecedented success under its belt, management faced an increasingly perplexing problem: how to maintain momentum and recapture the focus that would allow them to meet new challenges. Crisis of 1981 Record profits must have seemed distant in 1981. On September 10 of that year, then chief executive Roy Watts issued a special bulletin to British Airways staff: British Airways is facing the worst crisis in its history . . . unless we take swift and remedial action we are heading for a loss of at least  £100 million in the present financial year. We face the prospect that by next April we shall have piled up losses of close to  £250 million in two years. Even as I write to you, our money is draining at the rate of nearly  £200 a minute. No business can survive losses on this scale. Unless we take decisive action now, there is a real possibility that British Airways will go out of business for lack of money. We have to cut our costs sharply, and we have to cut them fast. We have no more choice, and no more time . Just two years earlier, an optimistic British government had announced its plan to privatize British Airways through a sale of shares to the investing public. Although airline management recognized that the 58,000 staff was too large, they expected increased passenger volumes and improved staff productivity to help them avoid complicated and costly employee reductions. While the 1978-79 plan forecasted passenger traffic growth at 8 to 10 percent, an unexpected recession left BA struggling to survive on volumes, which, instead, decreased by more that 4 percent. A diverse and aging fleet, increased fuel costs, and the high staffing costs forced the government and BA to put privatization on hold indefinitely. With the airline technically bankrupt, BA management and the government would have to wait before the public would be ready to embrace the ailing airline. The BA Culture, 1960-1980 British Airways stumbled into its 1979 state of inefficiency in large part because of its history and culture. In August 1971, the Civil Aviation Act became law, setting the stage for the British Airways Board to assume control of two state-run airlines, British European Airways (BEA) and British Overseas Airways Corporation (BOAC), under the name British Airways. In theory, the board was to control policy over British Airways; but, in practice, BEA and BOAC remained autonomous, each with its own chairman, board, and chief executive. In 1974, BOAC and BEA finally issued one consolidated financial report. In 1976, Sir Frank (later Lord) McFadzean replaced the group division with a structure based on functional divisions to officially integrate the divisions into one airline. Still, a distinct split within British Airways persisted throughout the 1970s and into the mid-1980s. After the Second World War, BEA helped pioneer European civil aviation. As a pioneer, it concerned itself more with building an airline infrastructure than it did with profit. As a 20-year veteran and company director noted: â€Å"The BEA culture was very much driven by building something that did not exist. They had built that in 15 years, up until 1960. Almost single-handedly they opened up air transport in Europe after the war. That had been about getting the thing established. The marketplace was taking care of itself. They wanted to get the network to work, to get stations opened up.† BOAC had also done its share of pioneering, making history on May 2, 1952, by sending its first jet airliner on a trip from London to Johannesburg, officially initiating jet passenger service. Such innovation was not without cost, however, and BOAC found itself mired in financial woes throughout the two decades following the war. As chairman Sir Matthew Slattery explained in 1962: â€Å"The Corporation has had to pay a heavy price for pioneering advanced technologies.† Success to most involved with BEA and BOAC in the 1950s and 1960s had less to do with net income and more to do with â€Å"flying the British flag.† Having inherited numerous war veterans, both airlines had been injected with a military mentality. These values combined with the years BEA and BOAC existed as government agencies to shape the way British Airways would view profit through the 1970s. As former director of human resources Nick Georgiades said of the military and civil service history: â€Å"Put those two together and you had an organization that believed its job was simply to get an aircraft into the air on time and to get it down on time.† While government support reinforced the operational culture, a deceiving string of profitable years in the 1970s made it even easier for British Airways to neglect its increasing inefficiencies. Between 1972 and 1980, BA earned a profit before interest and tax in each year except for one. â€Å"This was significant, not least because as long as the airline was returning profits, it was not easy to persuade the workforce, or the management for that matter, the fundamental changes were vital. Minimizing cost to the state became the standard by which BA measured itself. As one senior manager noted: â€Å"Productivity was not an issue. People were operating effectively, not necessarily efficiently. There were a lot of people doing other people’s jobs, and there were a lot of people checking on people doing other people’s jobs† . . . As a civil service agency, the airline was allowed to become inefficient because the thinking in state-run operations was, â€Å"If yo u’re providing service at no cost to the taxpayer, then you’re doing quite well.† A lack of economies of scale and strong residual loyalties upon the merger further complicated the historical disregard for efficiency by BEA and BOAC. Until Sir Frank McFadzean’s reorganization in 1976, British Airways had labored under several separate organizations (BOAC; BEA European, Regional, Scottish, and Channel) so the desired benefits of consolidation had been squandered. Despite operating under the same banner, the organization consisted more or less of separate airlines carrying the associated costs of such a structure. Even after the reorganization, divisional loyalties prevented the carrier from attaining a common focus. â€Å"The 1974 amalgamation of BOAC with the domestic and European divisions of BEA had produced a hybrid racked with management demarcation squabbles. The competitive advantages sought through the merger had been hopelessly defeated by the lack of a unifying corporate culture.† A BA director summed up how distracting the merger proved: â€Å"There wasn’t enough management time devoted to managing the changing environment because it was all focused inwardly on resolving industrial relations problems, on resolving organizational conflicts. How do you bring these very, very different cultures together?† Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines. BA’s productivity for the three years ending March 31, 1974, 1975, and 1976 had never exceeded 59 percent of that of the average of the other eight foreign airline leaders. Service suffered as well. One human resources senior manager recalled the â€Å"awful† service during her early years in passenger services: â€Å"I remember 10 years ago standing at the gate handing out boxes of food to people as they got on the aircraft. That’s how we dealt with service.† With increasing competition and rising costs of labor in Britain in the late 1970s, the lack of productivity and poor service was becoming increasingly harmful. By the summer of 1979, the number of employees had climbed to a peak of 58,000. The problems became dangerous when Britain’s worst recession in 50 years reduced passenger numbers and raised fuel costs substantially. Lord King Takes the Reins Sir John (later Lord) King was appointed chairman in February of 1981, just a half-year before Roy Watts’s unambiguously grim assessment of BA’s financial state. King brought to British Airways a successful history of business ventures and strong ties to both the government and business communities. Despite having no formal engineering qualifications, King formed Ferrybridge Industries in 1945, a company which found an unexploited niche in the ball-bearing industry. Later renamed the Pollard Ball and Roller Bearing Company, Ltd., King’s company was highly successful until he sold it in 1969. In 1970, he joined Babcock International and as chairman led it through a successful restructuring during the 1970s. King’s connections were legendary. Hand-picked by Margaret Thatcher to run BA, King’s close friends included Lord Hanson of Hanson Trust and the Princess of Wales’s family. He also knew personally Presidents Reagan and Carter. King’s respect and connections proved helpful both in recruiting and in his dealings with the British government. One director spoke of the significance of King’s appointment: â€Å"British Airways needed a chairman who didn’t need a job. We needed someone who could see that the only way to do this sort of thing was radically, and who would be aware enough of how you bring that about.† In his first annual report, King predicted hard times for the troubled carrier. â€Å"I would have been comforted by the thought that the worst was behind us. There is no certainty that this is so.† Upon Watts’s announcement in September of 1981, he and King launched their Survival plan— â€Å"tough, unpalatable and immediate measures† to stem the spiraling losses and save the airline from bankruptcy. The radical steps included reducing staff numbers from 52,000 to 43,000, or 20 percent, in just nine months; freezing pay increases for a year; and closing 16 routes, eight on-line stations, and two engineering bases. It also dictated halting cargo-only services and selling the fleet, and inflicting massive cuts upon offices, administrative services, and staff clubs. In June of 1982, BA management appended the Survival plan to accommodate the reduction of another 7,000 staff, which would eventually bring the total employees down from about 42,000 to nearly 35,000. BA accomplished its reductions through voluntary measures, offering such generous severance that they ended up with more volunteers than necessary. In total, the airline dished out some  £150 million in severance pay. Between 1981 and 1983, BA reduced its staff by about a quarter. About the time of the Survival plan revision, King brought in Gordon Dunlop, a Scottish accountant described by one journalist as â€Å"imaginative, dynamic, and extremely hardworking,† euphemistically known on Fleet Street as â€Å"forceful,† and considered by King as simply â€Å"outstanding.† As CFO, Dunlop’s contribution to the recovery years was significant. When the results for the year ending March 31, 1982, were announced in October, he and the board ensured 1982 would be a watershed year in BA’s turnaround. Using creative financing, Dunlop wrote down  £100 million for redundancy costs,  £208 million for the value of the fleet (which would ease depreciation in future years), even an additional  £98 million for the 7,000 redundancies which had yet to be effected. For the year, the loss before taxes amounted to  £114 million. After taxes and extraordinary items, it totalled a staggering  £545 million. Even King might have admitted that the worst was behind them after such a report. The chairman immediately turned his attention to changing the airline’s image and further building his turnaround team. On September 13, 1982, King relieved Foote, Cone & Belding of its 36-year-old advertising account with BA, replacing it with Saatchi & Saatchi. One of the biggest account changes in British history, it was King’s way of making a clear statement that the BA direction had changed. In April of 1983, British Airways launched its â€Å"Manhattan Landing† campaign. King and his staff sent BA management personal invitations to gather employees and tune in to the inaugural six-minute commercial. Overseas, each BA office was sent a copy of the commercial on videocassette, and many held cocktail parties to celebrate the new thrust. â€Å"Manhattan Landing† dramatically portrayed the whole island of Manhattan being lifted from North America and whirled over the Atlantic before awestruck witnesses in the U.K. After the initial airing, a massive campaign was run with a 90-second version of the commercial. The ad marked the beginning of a broader campaign, â€Å"The World’s Favourite Airline,† reflective of BA’s status as carrier of the most passengers internationally. With the financial picture finally brightening, BA raised its advertising budget for 1983-84 to  £31 million, compared with  £19 million the previous year, signalling a clear commitment to changing the corporate image. Colin Marshall Becomes Chief Executive In the midst of the Saatchi & Saatchi launch, King recruited Mr. (later Sir) Colin Marshall, who proved to be perhaps the single most important person in the changes at British Airways. Appointed chief executive in February 1983, Marshall brought to he airline a unique resume. He began his career as a management trainee with Hertz in the United States. After working his way up the Hertz hierarchy in North America, Marshall accepted a job in 1964 to run rival Avis’s operations in Europe. By 1976, the British-born businessman had risen to chief executive of Avis. In 1981, he returned to the U.K. as deputy chief and board member of Sears Holdings. Fulfilling one of his ultimate career ambitions, he took over as chief executive of British Airways in early 1983. Although having no direct experience in airline management, Marshall brought with him two tremendous advantages. First, he understood customer service, and second, he had worked with a set of customers quite similar to the airline travel segment during his car rental days. Marshall made customer service a personal crusade from the day he entered BA. One executive reported: â€Å"It was really Marshall focusing on nothing else. The one thing that had overriding attention the first three years he was here was customer service, customer service, customer service—nothing else. That was the only thing he was interested in, and it’s not an exaggeration to say that was his exclusive focus.† Another senior manager added: â€Å"He has certainly put an enabling culture in place to allow customer service to come out, where, rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company.† Not just a strong verbal communicator, Marshall became an active role model in the terminals, spending time with staff during morning and evenings. He combined these a ctions with a number of important events to drive home the customer service message. Corporate Celebrations, 1983-1987 If Marshall was the most important player in emphasizing customer service, then the Putting People First (PPF) program was the most important event. BA introduced PPF to the front-line staff in December of 1983 and continued it through June of 1984. Run by the Danish firm Time Manager International, each program cycle lasted two days and included 150 participants. The program was so warmly received that the non-front-line employees eventually asked to be included, and a one-day â€Å"PPF II† program facilitated the participation of all BA employees through June 1985. Approximately 40,000 BA employees went through the PPF programs. The program urged participants to examine their interactions with other people, including family, friends, and, by association, customers. Its acceptance and impact was extraordinary, due primarily to the honesty of its message, the excellence of its delivery, and the strong support of management. Employees agreed almost unanimously that the program’s message was sincere and free from manipulation, due in some measure to the fact that BA separated itself from the program’s design. The program emphasized positive relations with people in general, focusing in large part on non-work-related relationships. Implied in the positive relationship message was an emphasis on customer service, but the program was careful to aim for the benefit of employees as individuals first. Employees expressed their pleasure on being treated with respect and relief that change was on the horizon. As one frontline ticket agent veteran said: â€Å"I found it fascinating, very, very enjoyable. I thought it was very good for British Airways. It made people aware. I don’t think people give enough thought to people’s reaction to each other. . . . It was hardhitting. It was made something really special. When you were there, you were treated extremely well. You were treated as a VIP, and people really enjoyed that. It was reverse roles, really, to the job we do.† A senior manager spoke of the confidence it promoted in the changes: â€Å"It was quite a revelation, and I thought it was absolutely wonderful. I couldn’t believe BA had finally woken and realized where its bread was buttered. There were a lot of cynics at the time, but for people like myself it was really great to suddenly realize you were working for an airline that had the guts to chan ge, and that it’s probably somewhere where you want to stay.† Although occasionally an employee felt uncomfortable with the â€Å"rah-rah† nature of the program, feeling it perhaps â€Å"too American,† in general, PPF managed to eliminate cynicism. The excellence in presentation helped signify a sincerity to the message. One senior manager expressed the consistency. â€Å"There was a match between the message and the delivery. You can’t get away with saying putting people first is important, if in the process of delivering that message you don’t put people first.† Employees were sent personal invitations, thousands were flown in from around the world, and a strong effort was made to prepare tasteful meals and treat everyone with respect. Just as important, BA released every employee for the program, and expected everyone to attend. Grade differences became irrelevant during PPF, as managers and staff members were treated equally and interacted freely. Moreover, a senior director came to conclude every single PPF session with a question and answer session. Colin Marshall himself frequently attended these closing sessions, answering employee concerns in a manner most felt to be extraordinarily frank. The commitment shown by management helped BA avoid the fate suffered by British Rail in its subsequent attempt at a similar program. The British Railway program suffered a limited budget, a lack of commitment by management and interest by staff, and a high degree of cynicism. Reports surfaced that employees felt the program was a public relations exercise for the outside world, rather than a learning experience for staff. About the time PPF concluded, in 1985, BA launched a program for managers only called, appropriately, Managing People First (MPF). A five-day residential program for 25 managers at a time, MPF stressed the importance of, among other topics, trust, leadership, vision, and feedback. On a smaller scale, MPF stirred up issues long neglected at BA. One senior manager of engineering summarized his experience: â€Å"It was almost as if I were touched on the head. . . . I don’t think I even considered culture before MPF. Afterwards I began to think about what makes people tick. Why do people do what they do? Why do people come to work? Why do people do things for some people that they won’t do for others?† Some participants claimed the course led them to put more emphasis on feedback. One reported initiating regular meetings with staff every two weeks, in contrast to before the program when he met with staff members only as problems arose. As Marshall and his team challenged the way people thought at BA, they also encouraged changes in more visible ways. In December 1984, BA unveiled its new fleet livery at Heathrow airport. Preparations for the show were carefully planned and elaborate. The plane was delivered to the hangar-turned-theater under secrecy of night, after which hired audio and video technicians put together a dramatic presentation. On the first night of the show, a darkened coach brought guests from an off-site hotel to an undisclosed part of the city and through a tunnel. The guests, including dignitaries, high-ranking travel executives, and trade union representatives, were left uninformed of their whereabouts. To their surprise, as the show began an aircraft moved through the fog and laser lights decorating the stage and turned, revealing the new look of the British Airways fleet. A similar presentation continued four times a day for eight weeks for all staff to see. On its heels, in May of 1985, British Airways unveiled its new uniforms, designed by Roland Klein. With new leadership, strong communication from the top, increased acceptance by the public, and a new physical image, few on the BA staff could deny in 1985 that his or her working life had turned a new leaf from its condition in 1980. Management attempted to maintain the momentum of its successful programs. Following PPF and MPF, it put on a fairly successful corporatewide program in 1985 called â€Å"A Day in the Life† and another less significant program in 1987 called â€Å"To Be the Best.† Inevitably, interest diminished and cynicism grew with successive programs. BA also implemented an â€Å"Awards for Excellence† program to encourage employee input. Colin Marshall regularly communicated to staff through video. While the programs enjoyed some success, not many employees felt â€Å"touched on the head† by any successor program to PPF and MPF.

How Verbs Become Adjectives

How Verbs Become Adjectives How Verbs Become Adjectives How Verbs Become Adjectives By Mark Nichol What determines whether a verb-to-adjective transformation ends with the suffix -able (as in assessable) or with -ible (as in accessible)? Why do some root words accept both options? What happens if the word ends with an e? Answers to these and other questions about -able and -ible follow. The suffixes -able and -ible both express capability, fitness, or worth (or mean â€Å"tending, given, or liable to†), but there’s one key practical difference: The former flourishes, and the latter has fossilized. New words can be formed by attaching -able to an adjective (I’ll get back to that in a moment) or a noun (more about that later, too) but -ible, though widespread in existing words, is discouraged for new coinages. Some words use one form unequivocally. (For example, immovable and invincible are never rendered immovible and invincable). Others are spelled either way, although one form predominates (as in the case of discernible and its less frequent variant discernable). In some cases, the variants reflect a distinction of meaning: For example, collectable means â€Å"able to be collected,† but the more common collectible has the connotation of desirability and is used as a noun to denote something worth collecting. Intransitive verbs can also be transformed into adjectives by appending -able. Strictly speaking, reliable, for example, means â€Å"able to be relied on,† not just â€Å"able to be relied,† but the needs of the language have silenced opposition to such usage. Adjectives are also formed from attaching -able to nouns, such as objectionable from objection, though the nonword objectable is the logical formation based on the verb-plus-able formula. Two other peculiarities exist regarding the suffix: When it is appended to a verb ending in -ate, such as calculate, the original suffix is omitted, resulting, for example, in calculable (which is overshadowed in frequency of usage by its antonym, incalculable). And when a word ends in e, such as in the case of move, the e is omitted when -able is attached, hence movable. (You’ll see moveable and the like in older publications, but this form is rare in contemporary usage.) Exceptions occur when a soft c or a soft g precedes the e, as in serviceable and changeable. When coining new terms, keep these rules in mind though consider, as well, that even some existing words, such as embraceable, are ungainly, and newly minted terms may be disagreeable to some readers. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:12 Greek Words You Should KnowRunning Amok or Running Amuck?Ebook, eBook, ebook or e-book?

Catcher in the ryedoes voice matter essays

Catcher in the ryedoes voice matter essays How important is the voice that tells a story? It seems almost trivial to claim that the same story can change because of the voice telling it to you. Does the voice and point of view of the narrator play a large enough role in a novel to change the attitude of the reader about the novel? J.D.. Salinger uses the dominant character of Holden Caulfield to be the first person narrator of his novel The Catcher in the Rye. The key to Holdens narrative voice is the fact that it added life and a connection to the character. This voice transforms an otherwise lifeless story to a jump start and electric novel. In order to find out how important this narrator was to the story we will compare the novel The Catcher in the Rye to the piece A Slight Rebellion of Madison(the summary of the very same novel as In looking at the importance of Holdens role we will first look at the summary of the novel. In Slight Rebellion off Madison the character of Holden Caulfield has been eliminated and an outside third person narrator replaces him. This version goes through the story explaining the basic outlining of The Catcher in the Rye. The outline is what the summary gives to the reader and thats all it gives. The basic plot is average, but with out the connection to the reader it keeps the reader on the outside through the whole thing. The plot tells the happenings of a young man named Holden Caulfield, but without really knowing to much about the character of Holden the plot line is lifeless and boring for the reader. We see the experiences that Holden goes through, but the reader doesnt get involved. It is hard for most readers to sympathize with Holden therefore Salinger relies on the connection Holden makes with the reader to get the reader involved in the life ...

Masters level program in leadership for non-profit organizations in Essay

Masters level program in leadership for non-profit organizations in Juniata College - Essay Example Leadership is a key issue and this creates a good prospect for the new course on leadership for non profit organizations to be launched by the university. In the present case the university would segment the target population on the basis of organization type and the hierarchical position of an individual within the organization. A demographic market segmentation strategy would be used to segment the entire market. Traits like job experience and position within an organization would be the chosen yardsticks for segmenting the total market population. Juniata University would target non profit organizations and specifically those individuals who are in a managerial position in the organization. Leadership training for individuals in decision making capacity in these organizations can help them to be better acquainted with business aspects that can help them propel their organizations to the next orbit. It would also help in infusing greater professionalism in the company that would he lp them generate greater operational abilities. Leadership traits can also generate a good vision and long term planning that would help in generating competitive advantage. The choice of the segment also assumes importance as the managerial level individuals would also have a good monetary compensation that would allow them to afford the training cost. Moreover the training for managerial level individuals would also add greater value proposition in their careers that can help them in developing a good career path in the sector by improving their learning curve helping them achieve milestones in their professional careers. The University would also target proprietors of family owned non profit business houses so as to provide them the professional edge in running an organization. Targeting involves creating strategies that can help in capturing the members of the market segment. Targeting involves crafting strategies that form the

Cultural Diversity in the Management Hierachy Research Proposal

Cultural Diversity in the Management Hierachy - Research Proposal Example Diversity covers various aspects of the employees ranging from gender, physical ability, social background, age, educational qualifications, race, color, ethnic origin etc. Cultural diversity basically deals with diversity in the cultural backgrounds of employees, which comes from factors like race, color and ethnic origin. In contrast to the confined definition of cultural diversity, the topic of this[not sure why you say your approach is in contrast Do you mean that you're being inclusive of both approaches], cultural diversity in this proposal encompasses all the factors that come in the preview of generally accepted aspects of equal opportunity. Diversity of late is not just a matter of following rules or of being a 'good thing' to do, but an inevitable requirement in the light of recent global developments. Many organizations are now operating in a more global environment either because of their direct involvement or indirect involvement through their value chain. The end customers are also becoming more and more concerned about the treatment afforded to the employees of an organization before purchasing their product or availing their service. All the pointers clarify the urgency with which diversity management programs and equal opportunity policies have to be rolled out at an organizational as well as at a national and indeed international level. Now that the requirement to recognize and value cultural di... The cues may be taken from existing research on diversity management and specifically in the middle - eastern countries. Enforcing diversity related policies in the middle - east throw up a different set of challenges from the rest of the world. The context of enforcement should comply with the strong religious sentiments that exist in these countries. For example, rights of women pertaining to driving, family law etc are different in different middle - eastern countries. They have varying degrees of restrictions or freedom regarding several social aspects which in turn affect the work life balance. UAE in particular has been more exposed to the global world through active participation in trade. Hence the strategies may be slightly different in UAE, though the middle - eastern influence cannot be ignored. There is some form of diversity management mainly initiated by the Multi-National Corporations (MNC's) as a part of their company policies. In the absence of set legislative rules for enforcement, existing practices by the MNC's from the Middle East and outside may be used as a benchmark to analyze t he current situation of UAE. In general there have been several developments in diversity management in organizations. The status of diversity management policies and programmes has moved from a purely HR responsibility to the strategic level. The well being of an organisation in terms of effectiveness and performance could be said to be largely dependent on the changing demographics (Duffy, 1994) [if you believe this to be the case, you need to support your argument with evidence, or at the very least to say somethings like 'as I will go on to demonstrate']. This can only be achieved, with the representation of all the demographics