Human Resource Management Essay Example for Free

Human Resource Management Essay I. Introduction The purpose of this paper is to analyse the characteristics of the Pre-WW II Japanese corporate management from the perspective of the human resource development. The essential framework of the Japanese-style human resource management before WW II constituted differentiated employment by a few ranks; then, different duties and treatments followed accordingly. The initial ranks were determined by the level i.e. social recognition and overall academic achievement of new employees’ schools. Thus, the approach was called â€Å"an educational class system†. The graduates of either universities or polytechnics were hired as high-ranking employees with monthly payment, whilst the graduates of technical or commercial schools which were on a level with secondary education filled the posts of employee in semi-staff condition. Their wages were paid either monthly or daily. In the case of workmen with basic education at shop floors, the payment was only made daily. The gap of prestige and remuneration amongst the different ranks was distinctive 1 . This noticeable correlation between educational background and ex officio standing was developed within a group of large corporations from the beginning of the 20th century. Afterwards, during the 1920s and 30s, it became common in large-scale firms. It has been agreed that, as a key element of corporate employment, the custom of periodically employing new graduates of universities and other educational institutions characterised the growth of the Japanese internal labour market 2 . There has been a general viewpoint that this â€Å"educational class system† was abolished by the Japanese policy of democratisation after WW II; nonetheless, my study points out a new fact that a couple of misapprehension exists there. The first misconception is that it was rather exceptional for a new employee with comparatively weak educational background to be promoted to a prestigious post despite his long commitment and contribution to his firm 3 . The second is that any potential disaccord between the highly ranked and compensated group of university graduates and the lower with basic education was dealt with by the former alongside the unique Japanese code of group behaviour. Especially, the superior engineers with university education were known to take a serious view of operatives’ works at shop floor more than assignments at laboratories; and this attitude was positively appraised in the past studies and discussed as a key success factor 4 . Yet, the two standpoints seem invalid. The statements of the management and leading engineers of the period prove that the university graduates of engineering did not possess adequate knowledge for production operation. Besides, they did not show any preference to practices at shop floor and instead complained a lot about technical operations at workshops. The Japanese firms necessitated both university-educated engineers with theoretical knowledge and shop floor technicians with operational understanding, when they developed new products on the basis of imported western technologies. My research 5 has investigated the Japanese human resource management of pre-war Japanese corporations, and it presents that the technicians were mostly the graduates of technical schools which were on a level with secondary education and, even in some cases, those with only  elementary education. They were, at the beginning, hired as a junior group of workforce i.e. workmen or employee in semi-staff condition, However, got promoted later to the higher ranks in accordance with their commitment to work and internal training programmes, and consequent appraisals of their technical capability. The Japanese firms of the period required those human resources to improve technological capacity, and facilitated the development by providing them with incentives of promotion to prestigious posts. II. Higher Technical Education and Appraisal of University-graduated Engineers Throughout the historical context of adopting western industrial technologies, Japan experienced the early disintegration of apprentice system and the swift institutional development of technical educations even before the full-scale industrialisation. Henry Dyer, a graduate of Glasgow University, attempted to integrate theoretical and technical educations, and  this resulted in the establishment of a symbolic institution of engineering in 1873, Kobu Daigakko, which was the precursor of the Engineering Department of Tokyo University. Dyer’s ideology of the combined education of technology gained high reputation of â€Å"deserving international attention†, and his approach was recognised to bring forth the university-educated Japanese engineers’ common ethos of taking operations at shop floor seriously 6 . Nevertheless, it is worth noting that a considerable number of managers, engineers, technician, and workmen brought up harsh criticism about the effectuality of the university-level technical education as well as the overall capability of university graduates. Oh’uchi Ai-Sichi, managing director of Mitsubishi Electric and an ex rear admiral of technology of the Japanese Imperial Navy, advised his men in 1938 that they should ease up on the â€Å"yet unprofessional† new recruits from universities and stop despising the â€Å"rookies of practical engineering at real workshops† since the university programmes were generally concerned more with highbrow engineering theories 7 . A few causes of the university graduates’ insufficient practical knowledge and incapacity of directing workshop technicians and workmen were discussed: firstly, the drawback of university programmes was derived from the overstress upon note takings at lectures instead of development of the ability of thinking and reading; secondly, university students of engineering tended to dislike practical trainings; and furthermore, the content of the university programmes lacked technical trainings necessary for the actual operations at shop floors 9 . Concerning the sustainable technological development, Japanese corporations began to necessitate a new group of workforce that could fill the social and professional gap between â€Å"highbrow theoreticians† from universities and â€Å"practitioners† with relatively insufficient theoretical understandings. The Japanese firms then obtained the essential human resources from their own internal training programmes as well as personnel administration. The following section will introduce the author’s research on the managerial endeavour in the shipbuilding sector, which led the noticeable growth of the Japanese heavy industry. III. Internal Development of Human Resources and Professional Promotion In the case of the shipbuilding industry, this research analyses the human  resources development and personnel administration of the naval arsenal and the Nagasaki dockyard of Mitsubishi Shipbuilding Company. The following three points deserve our attention. Firstly, along with the development of the modern educational institution, they recruited university or polytechnic graduates for the prestigious post of administration, but this was not the only approach of employment; another method of personnel was to train talented workshop technicians and workmen internally and then promote them to the superior positions. Secondly, it is worth denoting that the technological underdevelopment facilitated the industry to build up the personnel policy. Then, lastly, due to the industrial underdevelopment, the two organisations transferred newly recruited assistant engineers from university or polytechnic to workshops for a while during the initial period of their career development: the intention of this programme was to let them experience the technical practices. The three features are well illuminated in the following historical descriptions. The naval arsenal in its early phase of 1870 benchmarked a French model of technical school to set up its own, and commenced development of two kinds of human resources: superior technical staffs with education of professional apprehension of theories (similar to the French naval technical officers) and skilled chargehands at shop floors with basic theoretical education. In tandem with the founding of modern technical schools in Japan, only university graduates were recruited for the superior posts of engineering from 1882, and the corporate training programmes for professional engineers was abolished. As presented in Table 2, the rate of university graduates and polytechnic graduates within the newly recruited junior engineers during the 1920s reached approximately 50 percent. In the first half of the same period, elementary school graduates covered 20 to 30 percent of the population; then in the second half, the ratio was replaced by the graduates of corporate technical schools. The latter group were also elementary school graduates; thus, this implies that they were employed, at the beginning, as wage earners right after their graduation. They acquired technical knowledge from workshop practices, and then learned basic theories through the corporate school: therefore, the personnel administration of hiring those internally developed labourers for the junior posts continued. In addition, and surprisingly, their path of career development was extended to the positions of superior engineers. Table 3 presents that only 60 percent of the total population of the upper-class engineers was covered by university and polytechnic graduates whereas the graduates of corporate school occupied nearly 20 percent during the 1920s. The development of the personnel system of promoting a part of talented workmen and workshop technicians to engineering staffs was realised by the fact that the skilled workmen and technicians with sufficient operational knowledge and experience at shop floors played a significant role in the ship design of the time. The blueprints described, at most, ship concepts and hull structures; no information regarding how to build them was provided. Hence, engineering staffs with conceptual understanding of the blueprints, technical capability of choosing proper materials, and managerial experience of directing dockyard workmen and technicians were demanded, and the internally trained workforce from shop floor turned out to be the most capable 11 . The unique scheme of promotion was therefore developed to increase their working incentive. In contrast, the role of superior engineers with university or polytechnic  education was limited to the managerial posts of each sector and preparation of the blueprints of basic design. It was therefore inevitable to let them have workshop experiences. The largest private industrial leader, Mitsubishi Shipbuilding Company’s Nagasaki dockyard, was not an exception. The employment of university or polytechnic graduates started in 1890, and the recruitment from university increased from the beginning of the 20th century. In 1911, the corporate policy of employing only university graduates for the superior posts was forged. Nonetheless, owing to the identical context of the naval arsenal, the internally educated skilled workforce with affluent shop floor experiences and technical knowledge was constantly on demand. In consequence, the company decided to promote staffs without university education to the superior posts in engineering as well 12 . Table 5 indicates that, from 1916 to 1926, nearly a half of the new superior technical staffs were the recruitment of workshop technicians without any kind of high education. Some of the new staffs were the graduates of Mitsubishi Kogyo Yobi Gakko (preparatory school of engineering), which was established in 1899 to train operatives for blueprint reading; at least 37 men were included, and their educational background was elementary school only 13 . Just like the naval arsenal’s personnel scheme, Mitsubishi also developed a programme of transferring superior engineers with university education to  the post of apprenticeship at workshops to let them obtain live knowledge and experience. In 1923, the period of apprenticeship was fixed as a half a year, then, extended to a year in 1927 14 . IV. Concluding Remarks In the advance of the Japanese heavy industry, two sorts of technical talents were required: a group of workforce for adopting the western technologies, and the other group of skilled engineers, who could direct workmen and workshop technicians in operation and understand engineering theories as well. The former was supplied by university graduates alongside the establishment of higher education in Japan; then, the latter was grown by both the corporate training programmes for talented workmenworkshop technicians (with relatively weak educational background) and the personnel scheme of promoting them to superior posts. The Japanese firms tried out a plan of fully utilising their potentials by promoting them to the most prestigious position of workman i.e. chargehand, but the attempt was unsuccessful since chargehands did know their unsatisfactory social status and even tried to leave the post of chargehand, if possible. It was thus necessary to firstly develop an incentive system of promotion, based upon corporate training programmes, and then integrate it into â€Å"the educational class system†. The personnel ways and means enabled management of any kind of potential disaccord or communicational blockade between superior staffs (with university-level education) and workmen and workshop technicians; and the personnel scheme facilitated the efficient internalisation of the imported technologies at shop floors.

Effectiveness Of The E Recruitment Process Commerce Essay

Effectiveness Of The E Recruitment Process Commerce Essay The rapid advances in technology have dramatically changed the way business is conducted and this increasing use of and reliance on technology is clearly demonstrated by the number of organisations and individuals who utilise the Internet and electronic mail (e-mail). The impact of technology on business is further reflected by the continuous rise in amount of literature exploring the effects of new technology development and implementation on the efficiency of business, including the impacts on human resource practices (Cullen, 2001; Dessler, 2002; Dineen, Noe, Wang, 2004; Smith et al., 2004). In particular, the adoption of the Web as a medium by organisations has been faster than any other medium in history (Bush et al., 2002). This is demonstrated by the fact that while it took more than 30 years for radio as a medium to reach 50 million listeners, the Internet reached 50 million users within five years (Kerschbaumer, 2000). The importance of effective human resource management practices for organisations has been highlighted by the increasing amount of research published within the media. Recruitment is a key element of human resource management; this function generates the human capital that forms the foundation of companies. The success of the company is based on the success of human resource efforts, which evolves through identification and attraction of quality new employees generated from the recruitment process (Barber, 1998). 1.1 Statement of the Problem The scope of study is in private sector which is Petroliam Nasional Berhad (Petronas). Private sector such as Petronas is welcoming people around the world to join them. E-recruitment system is a need for them to adopt and implement. Majority of organization have some degree of online recruitment process. Thus, it certainly creates competition within the industry. E-recruitment is affected by a lot of internal and external factors. Organizations have to constantly aware of the changes and develop appropriates strategies in order to truly gain effectiveness of the e-Recruitment process. Petronas will benefit from the study. 1.2 Research Objectives The objectives of the study are to: To identify the reasons why e-recruitment attract employees more effectively. To identify the reasons recruiter in large organization uses e-recruitment. To identify the effectiveness of using e-recruitment to recruit. 1.3 Research Question The research questions used in this study are: What are the reasons that e-recruitment attracts employees more effectively? What are the reasons recruiters in large organization uses e-recruitment? How effective is e-recruitment to recruit employees in large organization? 1.4 Significance of the Study This research is very important, because the finding of the study will enhance the body of knowledge. This research looks at the relationship of implemented e-recruitment and the effectiveness of the result in attracting employees. The research will benefit Petronas. E-Recruitment system is a necessity for organization to adopt and implement. Majority of organization have some degree of online recruitment process. This study will provide statistical analysis collected from the survey. 1.5 Limitation of the Study The sample of this research is 100 staff in the Administration Department who is working at the private sector at Petronas in order to examine the factors and effectiveness of e-recruitment in a large organization. 1.6 Definitions of Terms TERMS DEFINITIONS Blue-Collar Refer to people who work in office business environment E-recruitment The utilisation of the internet for candidate sourcing, selection, communication, and management throughout the recruitment process High Context Communication Most of the information is either in the physical context or initialized in the person HR professional person who practice or do human resources related job in the company Hypothesis It is an idea, an assumption, or a theory about the behaviour of one or more variables in one or more population Low Context Communication The mass of information is vested in the explicit code message Qualified Candidate person who applied to jobs and has met the qualification of the job Recruitment Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation Recruitment Cycle is the time period of companys recruitment process Social Networking Sites websites that provide common cyber space for the registered users to meet or comment on others CHAPTER 2 LITERATURE REVIEW As the technology and internet advanced, organizations adopt to use web-based tools as a daily management function. For example, recruitment has no longer constrained by distance and time. The raise of e-Recruitment has bought attention to majority of organization. More and more employers adopted the trend of using e-Recruitment process to seek the best qualified candidates. The trend of employer using e-recruitment process has result a decrease using traditional paper based recruitment process. The trend of recruitment process has tendency of use web-based methods, such as job boards, employer web sites, and professional web sites (Ghosh n. pag.). E-Recruitment strategies gradually occur global-wide. More and more countries are adopting the trend. For example, Irelands recent practice of online recruitment has significant influence to organizations. The Irish employer specifically implemented online recruiting for 4 factors: Cost reduction, increase the efficiency of the process, time efficient, and accessibility to broader pool (Reilly and Barber n. pag.). In order to effectively deliver the precise information to the target market, the communication and information flow play a critical part in online recruitment process. According to research, the since the evolution of internet, there is an overflow of information (Savoy and Salvendy13). The overflow of information lead to 60% of people could not find relevant information (qtd. in Montero et al. 2003). The researchers suggested that the information needs of the consumers should be centred and beneficial to the consumers (Savoy and Salvendy14). In e-Recruiting, both employers and employees expect to find valuable information of each other on the web, so a result, the information that either the employers or the employees upload to the web should be carefully reviewed. Both employer and employee expect to learn from each other. Another study done in UK shows that the regular e-Recruiting tools that employer uses are Websites, Receiving e-mail contains resume and cover letter, and check ing personal sites (Williams and Verhoeven 7). The other factors can also significantly influence the effectiveness of communication. One of them is the website design and its contents (Usunier and Roulin 3). The authors studied the high and low context communication on websites. The different cultures have different preferences to the content. In High Context communication, the information is more sophisticated and complex, while in Low Context communication is simpler and clarify (4). Despite the communication preferences, more and more employers use company website, job boards, and social networking sites to recruit talents. All these tools can reach large candidate pools. Especially social networking sites have bought attention to both employers and jobseekers. A fast growing number of people use social sites to look for jobs such as MySpace or Facebook (Roberts and Clark 35). In the jobseekers view, it is easier to connect people with less pressure since its not face to face. It is great for passive jobseekers. In the employ ers view, it is low cost, shorter recruitment cycle, and it can get well-rounded information of the candidates (Sah n. pag.). Certain social sites such as LinkedIn, have noticed the popularity of e-Recruit. It offers employers to purchase business accounts with add-on features such as job posting section or private messaging tools (Gunderson 3). Some employers, not only use social networking sites as recruitment tool, but also background check the candidates and references. However, because the content in the social sites have less formal authorized sources, the employers have little ability to ensure the information posted on the sites is factual (Roberts and Clark 36). Instead, many employers use outsourced background check function to verify the candidates (36). On the other hand, organizations may use their own website for recruitment. Typically the organizational websites are more formal formatted. The contents of the organizational website are well-written delivering companys information and job information along with tools necessary for applicants such as application process. A well-developed online application process can speed up the hiring process and more responsive to the applicants (Kim and OConnor 2). The effectiveness of e-Recruitment can be varied depends on the size of the organization. A study shown that online recruitment was not as appropriate for small organizations, for blue-collar, lower-level position and very senior positions, online recruitment remain more effective in larger organizations and service sectors because larger organizations potentially have larger vacancies to cope with larger group of candidates (Parry and Tyson 15). The limitation of this study result only valid to corporate web sites, because commercial job boards was not related to industry, sector, or organization size. The effectiveness of online recruitment may also affect by the strategies implemented (15). For organizations, there are some opportunities to increase the effectiveness of online recruiting by adding values to the process; For instance, developing a candidate-attraction process, providing screening and response management for the online recruiting process (Wolfe and Hartle n. pag.). Implementing the appropriate strategies can significantly increase the effectiveness of the e-Recruitment. The advantages and disadvantages of implementing online recruitment can be reflected by the statistical figures. A survey done by iLogos.com reveals that 92% of Fortune 500 companies have a website solely for careers and 96% of recruiters reported job posting on their websites (Borstorff, Marker, and Bennett 13). Majority of organizations use some form of online recruitment simply because the advantages overwhelm the disadvantages. The common findings of advantages among studies are: reduced costs, faster processes, wider accessibility, improve reputation and brand (Barber 9), higher quality of applicants, better match of the position, 24/7 running ability, and reduction of unqualified applicants (Verhoeven and Williams 2). On the other hand, the disadvantages are privacy issues, lack of personal touch, user-unfriendly tools, and discrimination issues (2). To conclude, the literature review fitted in the researchers study because E-recruitment system is a necessity for organization to adopt and implement. Majority of organization have some degree of online recruitment process. It certainly creates competition within the industry. E-recruitment is affected by many internal and external factors, and it certainly changes fast. Organizations have to constantly aware of the changes and develop appropriate strategies in order to truly gain effectiveness of the e-Recruitment process. THEORITICAL FRAMEWORK CHAPTER 3 METHODOLOGY 3.0 Introduction This chapter has given the detail methods of obtaining the data and how researchers intend to do it. It hasspecified in detail the research operations and instruments researchers intend to use to address researchers research questions. 3.1 Research Design This section explains the research design chosen for the research. This research is using descriptive research design which describes the characteristics of an existing phenomenon. 3.2 Sampling Frame The sampling frame is the source from which a sample is drawn. It is a list of all those within a population who can be sampled, and may include individuals, households or institutions. So, for this study the sampling frames used by the researchers are among staff in the Administration Department, Petronas. 3.3 Population The population is the set of people or entities to which findings are to be organized. 3.4 Sampling Technique This section describes the kind of sampling procedures used to select the subject from the population. For this tudy the researchers used the simple random sampling as the method. The researchers use sampling method becaisu it givesthe member of the population an equal and independent chance of being selected to be part of the sample. 3.5 Sample Size The size of the group to be surveyed generally determines the size of the sample. For this research the sample size is 100 staff. 3.6 Unit of Analysis A unit of analysis is the subject to be included in the study. The researchers have chosen randomly 100 staff of Administration Department who is working at the Petronas. 3.7 Data Collection Procedures The researchers have collected the data through primary and secondary data such as journals, textbooks and other references. The questionnaires have been created as a method to collect the data. Most of the questions are close ended and it will make easy to respondents to answer the question. 3.8 Instrument The type of questionnaire that is used in this research is structured questionnaire. The researchers have prepared the questions in several sections which are about the respondents demographic factors such as gender and position, the employment, factors and barriers that lead to the effectiveness of e-recruitment, and the importance of the effectiveness of e-recruitment in the organization. 3.9 Validity of Instrument The instrument used in this research is content validity. The researchers have sought two supervisors or lecturers who are experts in this area of this research to determine that the measurement measurers; that are the questionnaires, are extended to be measured. 3.10 Plans for Data Analysis The researchers have chosen the SPSS technique to analyze the data that were obtained from the questionnaires which have been coded in several categories.

Supplier Relationship Management

Supplier Relationship Management An important feature of a world class organisation is the way the organisation has been able to develop and link its suppliers with its external processes, Peter Hines, World Class Suppliers, (Pitman, 1994). Supplier relationship management can be defined as the relationship that exists between the supplier and its buyer based on long term commitments and trust with the ultimate aim to maximise the potential value of the relationship. This will include the management of different forms of supply relationships such as partnership, joint venture and vertical integration. 1.2 Importance of Supply Relationship Management The critical importance of supplier relationship types to achieve supply chain competitiveness can be viewed under the following headings: The effective use of strategic partnership Typical traditional short term relationship is characterise by irregular or one-off transactions that give rise to supply uncertainties, difficulties in choosing suppliers, and is price oriented making this type of relationship unreliable and unsupported. Organisations can move from this type of relationship towards a long term relationship known as partnership based on trust, shared goals and risks to achieve mutual benefits. Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010), define partnership as an agreement between two firms that seek to accomplish a common objective. The Japanese, James P Womack et al, the Machine That Changed the World, (Macmillan, 1990) , used the concept of partnership and lean to gain competitive advantage because they realised their partners had the expertise, the technical knowledge and were reliable. Effective partnership with suppliers made them to compete favourably in the market because of good product quality, lo w cost and reliable delivery. Therefore, firms can use this same method to rationalise their supply base and use the lean concept to produce efficiently which will lead to reduce product lead times, reduce inventory and inventory cost. The implementation of new management tools and systems A key element of supply relationship management that gives firms competitive advantage is the implementation of the lean concept of monitoring supplier performance and continuous improvement. Monitoring performance is a post-contractual procedure in which the buyer continuously keeps an eye on the supplier by either managing the suppliers activities to make sure all commitments are met or using a measurement matrix such as key performance index (KPI) to compare supplier progress and divergence from targeted objective. The overall competitive advantage is an operation that is continuously improved in terms of quality, delivery and service. In 1989, Chrysler benching against the Japanese companies, initiated the Supplier Cost Reduction Effort (SCORE) program aimed to reduce cost, quality and monitor supplier performance; Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). The integration of knowledge and technology to create an all new technology Integration with supplier is all about coordination. Here, the buyer and supplier come together to align their processes thus improving communication and supply chain visibility for both parties. When firms integrate their knowledge and technology they are able to meet the needs of end customers by getting the right product at the right price and quality, giving them a competitive edge. This strategy was used by Bose Corporation 1990 that led to the extension and creation of the JIT2 concept, a logical extension of JIT that eliminates waste in the system, improves communication and reduces demand variability. Efficient consumer response (ECR) to demand variability caused by the forester effect. Firms are always seeking solutions for continuous demand variation and consumer requirements. Through effective supplier and buyer collaboration, firms will be able to achieve competitive advantage by efficiently managing their supplier relationship to meet the needs of the end consumer creating a fluid inventory flow from suppliers to the consumers reducing lead times, demand variability and uncertainty. This has led to initiatives such as Radio Frequency Identification Device (RFID), a tracking technology that provides real time information and location of goods. Tesco, UKs largest grocery retailer has exploited this technology strategy and is piloting pallet-level RFID to manage its logistics; Christos Tsinopoulos and Carlos Mena, Competing Supply Chain Strategy: Tesco, Aldi and Lidl, (ECCH, 2010). Increase competition amongst firms to secure and increase domestic and international market share. Domestic and international market pressures are just other facets that have pushed firms to collaborate and develop strategic partnership with suppliers to gain competitive edge. Using this approach, firms use both local and international suppliers to broaden their sourcing base, reduce product lead time, and stream line cost through cheaper, global and local sourcing alternatives. The benefits are quick response to demand variation and high availability of variety of products at reasonable price and quality. This in turn attracts a greater amount of customers and increase market share. This is a strategy which IKEA, a Swedish international furniture company has successfully used to provide quality products at reasonable price and secure a large market share both domestically and internationally. 1.3 Relationship Management Framework 1.3.1 Introduction A relationship defines an interaction between individuals, organisations and groups; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003). There are many possible supply chain relationship types because very few companies can operate on their own. These relationships can be categorized as business-to-business (B2B), business-to-consumers (B2C), consumers-to-business (C2B) and customers-to-customers (C2C). B2B relationships are most common and have been used in many approaches and models such as IMP, SCOR, HP, GSCF, Service supply chain and IUE-SSE to help explain supplier-customer interaction. 1.3.2 Industrial Marketing and Purchasing (IMP) interaction Approach The IMP interaction approach is a dynamic model of supplier-customer relationship developed in the mid 1970s by a group of five European countries and universities; IMP Group.[online].(http://www.impgroup.org/about).(Accessed 06 Feb 2011). Based on investigations of about 900 business relationships, the IMP group developed a model of an interaction process at both the firm and individual levels creating a dynamic, complex and long standing relationship rather than one based on a short term stable relationship; Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, 35-45. This relationship is influenced by soft factors such as power, cooperation, closeness and expectations as well as external environmental factors such as market structures, dynamism, internationalisation and position in the market. The IMP Group approach and model provide a good overview of buyer-supplier relationships and have formed the basis of other frameworks like David T. Wilson, (1995) Integrated model of Buyer-Supplier relationships, Journal of the Academy of Marketing Science , Vol. 23, 335-345. 1.3.3 Supply Chain Frameworks Customer-supplier relationship management models and frameworks can also be viewed within the context of the different types of supply chain models that exhibit customer-supplier relationship management. This will include a variety of supply chain models which address customer-supplier relationships such as HP, SCOR, GSCF, and IUE-SSC model. These models identify customer-supplier relationships by adopting two differing views; product and service supply chain view. Product oriented models adopt a manufacturing approach that involves the physical movement of goods under uncertainties managed to satisfy customer demands and include the HP, SCOR and GSCF models. The Hewlett Packard (HP) model was developed by the Hewlett Packard Company as a result of spiral inventory and customer dissatisfaction the company was facing with its order fulfillment process. Lee, H. and C. Billington, (1995), The Evolution of Supply-Chain Management Models and Practice at Hewlett-Packard, Business Source Premiere, Vol. 25, 42-63, used this model to demonstrate how suppliers, manufacturers and customers are linked in the flow of goods with multiple warehouses providing inventory at each stage to buffer demand. The Supply Chain Operations Reference (SCOR) model is a highly structured and broad model developed by the Supply Chain Council to measure total supply chain performance; Supply Chain Council. [Online].(http://supply-chain.org/f/SCOR%2090%20Overview%20Booklet.pdf ) (Accessed 06 Feb 2011). The SCOR model adopts a process manufacturing viewpoint and identifies supplier- customer relationships by breaking down the supply chain into links, each link made up of processes representing supplier-customer relationships. These relationships are then benchmarked using Key Performance Indicators (KPI) to assess the success within the supply chain. This model, although it improves customer satisfaction through improved supplier-customer relationships, it does not attempt to describe some elements of post delivery customer support, a critical feature of supplier-customer relationship management. The Global Supply Chain Forum (GSCF) is yet another supply chain framework that adopts the process manufacturing approach and identifies supplier relationship management as one of its eight key business processes of product flow. Croxton L. Keely et al, (2001), the Supply Chain Management Processes, International Journal of Logistics Management, Vol. 12, 13-24, depicts this model as an end-to-end process where each process is linked and managed to interface with key customers and suppliers. This creates eight business processes among which is customer-supplier relationship management to allow the smooth flow of product within the supply chain. 1.3.4 Service Supply Models The above three models define supply chains purely from a traditional perspective of product flow. However, with the growing importance of services and service industry, Ellram et al, (2004), Understanding and Managing Service Supply Chain, The Journal of Supply Chain Management, Vol. 40, 17-32, adapted this manufacturing approach into a new line of service thinking that uses service capacity and delivery, instead of products to classify supply chains as the key processes. This service supply model captures customer-supplier relationship via an end-to-end supplier and customer process that include capacity and demand management, cash flows and service delivery management, and just like manufacturing supply chain, customer relationship management. This is a very good approach that identifies relationship management but limited in that services are intangible and this makes them difficult to visualise and measure. A follow up to the service supply chain viewpoint is the work of Baltacioglu et al (2007), A New Framework for Service Supply Chains, Service Industries Journal, Vol. 27, 105-124, who proposed the IUE-SSC model. IUE-SSC model represents the initials of the affiliated organisation of the authors and Service Supply Chain Model. This model identifies customer-supplier relationships by breaking down supply chain into three basic parts: the supplier, the service provider and the customer. Here, the service supplied by the supplier constitutes a core and supporting service and just like the service supply chain model by Ellram et al, this model identifies a number of activities that includes some customer-supplier relationship management essential to the service supply chain. Relationship types are diverse and could either be of business type such as B2B or consumer type such as C2C. In my thinking the popularity of B2B and the historical context of consumer-supplier behaviour pushed the above mentioned authors to focus exclusively on B2B relationships in explaining customer-supplier behaviours in the models they proposed. But the general shift in consumer behaviour and the impact of globalisation and information technology should trigger a move to contemporary models of consumer-supplier relationships in business-to-consumer, consumer-to-business or consumer-to-consumer. I therefore think that the modern business world would appreciate models build around E-commerce type relationships and a move from product or service approach models that explains consumer-supplier relationship management. 1.4 Relationship Portfolio and Management Approach Conventional thinking suggests that relationships tend to vary with companies and there is no fit for all purpose relationship. A logical step after organisations are able to identify the various types of relationships is to focus on the relationship portfolio they want to build with their suppliers and to effectively manage this relationship for competitiveness. A number of methods and approaches have been adopted ranging from the various types of relationships to more analytic models such as Kraljics Purchasing/supply portfolio-analysis and the power regime. Firms have adopted different approaches to tailor the different types of relationships to fit their particular products, service or markets. These relationships tend to follow a pattern from a short term traditional arms length relationship to a new form of close and long term relationship known as partnership or vertical integration; Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). Others have viewed this trend as a continuum and included additional types such as strategic alliance and joint ventures. Depending on its strategy, a firm might adopt a range of style such as develop strategic partners by rationalising its supply base and dealing only with a few suppliers, a popular approach most firms are now adopting. It might also adopt a variety of relationships style depending on the markets and the products. The Kraljics model analyses the purchasing portfolio of a firms product into high and low supply risk and supply impact on the financial results. The end result is the segregation of products as: strategic, leverage, routine and bottlenecks as shown below; High Low Fig 1: Kraljics model Leverage products Alternate source of supply available Substitution possible Competitive bidding Strategic products Critical for products cost price Dependence on supplier Performance based partnership Routine products Large product variety High logistics complexity Labour intensive System contracting E-commerce solutions Bottleneck products Monopolistic market Large entry barriers Secure supply and search for alternatives Low Supply Risk High Source: Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). Using this method, management can therefore spend time and develop performance based relationships such as partnership on those suppliers whose products matter most, for example, strategic products and outsource non critical or leverage products. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, pp. 35-45 adopted a similar approach based on product and market conditions to create a supplier portfolio of our different relationship profiles; captive buyer, strategic partnership, market exchange and captive supplier. To effectively manage the relationships such as the Captive buyer and Market exchange, Bensaou suggested the use of management practices such as treating each other with respect and fair profit sharing and for strategic partners to regularly exchange information or pay frequent visit creating a social climate that is trusting and collaborative. The ABC analysis method is another commonly used technique by businesses to segment supplier relationship portfolio. Wagner S. and Johnson J. L., Configuring and Managing Strategic Supplier Portfolios, Industrial Marketing Management, Vol. 33, 717-730 adopted this approach using a wide range of factors such as volume, suppliers performance, supplier strategic importance, price and quality to segregate suppliers into category (Cat) A, B and C. Cat A suppliers where suppliers that supplied a total 80% volume, while Cat B supplied 15% and finally Cat C, 5%. Very little time is spent on managing and developing Cat C supplier because of their limited volume. In most cases they are used by the company as a way to reduce cost by either direct sourcing or via e-procurement. On the other hand, Cat A suppliers should be considered imperative by top management and a close relationship or partnership should be developed. This relationship can be monitored through regular and annual meetings with suppliers as well as creating an award for suppliers to maintain motivation. In addition, the buyer can invest on supplier development by either assisting or sponsoring supplier to improve performance. Another approach is that by Andrew Cox et al (2004), Managing Appropriately in Power Regimes: Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371, that correlates the findings of relationships and performance management strategies in power regimes. In a power regime, a business can decide on the appropriate relationship and relationship management style(s) depending on their power condition, as shown on the fig 3. Therefore, in a business deal where the buyer is dominant or has an interdependence power position, it will be better to choose a relationship approach based on supplier development. Conversely, in a supplier power regime relative to supplier dominance and/or interdependence then the option is for a supply chain management approach to be adopted. A change in the power structure in this technique will lead to a change in the relationship portfolio and this will lead to improve performance outco mes especially when either parties change their behaviour. 2.0 STRATEGIC OUTSOURCING A significant decision facing most businesses today and which have a long term impact on the firm is whether to produce internally (insourcing) or use an outside supplier (outsourcing); Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.1 Outsourcing and Supply Network Design Outsourcing, sometimes referred to as make-or-buy, is a strategy by which an organisations management decides to hand over its non-core activities to a specialised third party that can efficiently provide the service; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management, (Prentice Hall, 2003). Therefore, central to outsourcing is the make or buy decisions and the relationship that is formed between the purchaser and the supplier. The make or buy decision arises because organisations have come to the realisation that they cannot produce or make everything on their own and can effectively spend more time on core competence while non core competence could be outsourced. This decision to outsource or make or buy is a strategic one that will create a new supply network of suppliers and sometimes suppliers suppliers. In this new supply network, the organisation will need to adjust its operation in line with its new suppliers and, where possible, its suppliers suppliers creating a total supply network; Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). This strategic decision to outsource brings a whole new chapter within the organisation and will prompt a key design decision; how to configure the new network and how much of the network should be retained by the organisation. This will help management to decide on how it intends to influence and manage the overall new structure . 2.2 Outsourcing Decision Process and Influencing Factors Traditionally, the main outsourcing decision process focused on cost reduction. However, the importance of outsourcing decision to an organisation competitive position has pushed many organisations to consider a number of other factors. The decision process adopted here is one adapted from Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.2.1 Planning phase The initial process in undertaking any outsourcing motive is to initiate a project of a cross functional team and define its scope and objectives. The team should identify activities to be outsourced and present to management for acceptance. Explore the Strategic Implications phase Strategic implications will mean aligning the outsourcing decision with three main factors: The companys long term plans and its impact on other activities and functions. This means if the activity that is being outsourced should disrupt the companys future plan or affects other functions, it is better off being insource. Furthermore, the decision should be in line with an understanding of the organisations core competence. If outsourced activity is not perceived as being core capabilities, the firm might decide to outsource. Analysis of the impact of process technological and how it compares to its competitors for competitive advantage. If analysis shows minimal competitive advantage then the organisation can decide to outsource but in cases where in house process technology provides competitive advantage, the organisation could reconsider to insource. 2.2.3 Tactical implications phase Tactical decision process will consider the following factors, and the ability to test prospective outsourcing initiative. Alternatives to outsourcing: Being tactical is crucial in outsourcing because the final decision to outsource can be very expensive for the organisation. Therefore, before making that final decision, the organisation could reconsider alternatives to outsourcing such as producing in-house, subcontracting or vertical integration. The length of contract: Outsourcing decision could mean being tied down in a long term contract which could impact on other strategic objectives. Impact of size: Also the size of the outsourcing activity can impact on the decision process as management can decide on other options if the activity to outsource is too large and can have adverse effect on core activities. Corporate culture: The impact on corporate culture is another key tactical factor that should be considered on outsourced activity to organisation. This means considering employees feelings regarding the activity to be outsourced. 2.2.4 Cost analysis phase Critical to any outsourcing decision process is its ability to be cost-effective at a quality level competitive in the marketplace. An accurate cost-effective calculation looks beyond the initial and obvious costs and is based on a marginal costing principle; a cumulative costing concept including total variable cost, total fixed cost and operating costs. Other costs will include the opportunity cost which is the potential benefits forgone if the activity being outsourced is done in house. Implementation phase The implementation process will be driven by effective service provider selection and managing post-contractual relationship. Because outsourcing usually involves a long term contract and high investment, selecting the correct service provider is imperative. The selection process will include; Market research: This involves carrying out a thorough market research to determine market price and terms of conditions, and identifying potential service providers with the right expertise, capacity and similarity in corporate culture. Develop a tender request. The tender request should provide in detail the outsourcing requirements as well as general information about the organisation including the scope and the objectives of outsourcing. This document will form a good guide to potential service providers. Conduct site visit. After tenders have been submitted, a site visit to potential service provider will aim to compare reality to what is on paper. It will be an opportunity to look at the corporate culture, its processes, the people, and how they can fit in to the outsourcing organisation. Negotiate. Negotiation will aim to find a common ground for a win-win situation. Central to this will be: quality of service and the performance level, scope for improvement and change, pricing and management style including assimilation of employees. The implementation process is not complete without any form of decision to manage post-contractual relationship which is very important to the sustainability of the whole outsourcing process. The key factor is to develop a key performance indicator (KPI) to continuously measure and monitor performance of service provider so that service quality is maintained and relationship continuously improved. In conclusion, the decision to outsource by a firm is a crucial and strategic one because it affects a greater part of the firm and it can be used as a competitive tool. Traditionally, this decision was based simply on cost and benefits but as discussed above, the decision process is now influenced by many factors and departments. Therefore, for an outsourcing decision process to be effective and efficient, a cross functional team should be selected to be part of the whole process. Implementation Problems Shawn McCray (2008). [Online].(http://www.tpi.net/pdf/papers/Top_10_Problems-with_Outsourcing.pdf).(Accessed 23 February 2011), identifies poor change management and governance as key issues in implementing outsourcing. Some of the problems related to implementation are: Post-contract processes poorly written: This occurs because both parties after signing the contract do not want to work together. The root problem being mutual misunderstanding of contract and the scope of outsourced activities resulting to services not performed and increase frustration amongst staff. Cultural clash: Cultural clash, corporate or international, can tend to produce tension, distrust and misunderstanding. This is problematic especially in a situation of offshoring where communication is limited to email or phones. This will be further compounded in difference in work ethics which if not streamlined will create added tension. Quality of service: A main reason management decides to outsource is to improve the quality of service. Where service provider is unable to achieve this, the whole outsourcing process becomes questionable and creates problems surrounding contractual performance and implementation. Lack of Coordination: Coordination and the lack of a coordinating team present an implementation problem. This is because as soon as the contract is signed, the client quickly shifts all responsibilities to the service provider who is still trying to get started and there is no team in place to coordinate activities. This will lead to a slow start, confusion within the system and poor quality service provided. Loss of talents: Outsourcing decision creates lots of uncertainties which will push some talented employees to look for jobs elsewhere. Moreover, some of these employees may feel de-motivated working for a new service provider. The loss of talent and unsatisfactory employees can cause a drop in the quality of service provided. Service provider lacks required skills: Some service providers may lack the necessary skill and may be depending on hiring new staffs and/or train existing ones. If this process takes too long as in a client retained organisation, service provider may be unable to produce contractual results thus affecting operational implementation. Cost of service: The cost of providing the outsourcing service might actually tend to be high because cost estimations were not properly carried out and certain activities not taken into consideration. Other costs and barriers to operational implementation will be that service provider is unable to deal with the volume of activities, as well as find it difficult to handle and maintain client equipment and facilities. 2.4 Key Benefits and Potential Outsourcing Risks Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003), explain that the main benefit associated with outsourcing is that it gives management the necessary time to concentrate on the core business operations. The Outsourcing.Institute.[online].(http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlHYPERLINK http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=trueHYPERLINK http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=truenonav=true).(Accessed 23 February 2011) in a survey highlighted some other important outsourcing benefits; Outsourcing of non-core activities to a world class provider encourages reengineering and its associated benefits on improvements in performance in terms of cost, quality, service and speed. Outsourcing can be used by management to reduce huge capital investment on non-core business functions thereby making funds available to areas of the business involved in direct production. Operating cost incurred in outsourced activity is also reduce as expenses such as marketing and research and development are passed to the service providers. Outsourcing could help an organisation build a new capability from start due to lack of internal resources and expertise required to get this activity start up. Also, risks related with government compliance, late deliveries or technology innovation and failures are either reduced or shared as activity is passed on to the expert service provider. Another major outsourcing risk is making the wrong outsourcing decision on what to outsource and what not to outsource and the need to effectively manage relationships. Any wrong decision will be too costly for the organisation. Outsourcing is a crucial decision for any company and it is recommended that the final decision process accommodate a cross functional team that should critically evaluate both the cost and benefits including the strategic and tactical perspectives of outsourcing. REFERENCING BOOKS Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). James P Womack et al, the Machine That Changed the World, (Macmillan, 1990). Peter Hines, World Class Suppliers, (Pitman, 1994). Kenneth Lysons and Micheal Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003). Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). JOURNALS Andrew Cox et al (2004), Managing Appropriately in Power Regimes: Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol 40, 35-45. Baltacioglu et

John Walker :: essays research papers

John Walker Lindh, the American accused of fighting alongside the Taleban, has been formally indicted on 10 charges of conspiring to kill fellow Americans. The US is a country of laws, not of men... Walker Lindh only recognised the law of brute force US Attorney General John Ashcroft The indictment, which was handed down by a grand jury in eastern Virginia, formalised the six charges filed against him last month and added four more. The 10-count charge sheet represents the next step in the case against the 20-year-old Californian Muslim. He faces multiple life sentences if convicted. Asked at a press conference whether the government would ask the grand jury to charge Mr Walker with treason, US Attorney Paul J McNulty said: "As far as other charges, we have the opportunity or right to have a superseding indictment if the evidence justifies that." 'Trained terrorist' Announcing the indictment at the US Justice Department, Attorney General John Ashcroft said it described Mr Walker as "an al-Qaeda-trained terrorist who conspired with the Taleban to kill his fellow citizens." He said the indictment was based in part on voluntary statements made Mr Walker. The new charges are: Conspiracy to contribute services to al-Qaeda Contributing services to the network Conspiracy to supply services to the Taleban Using and carrying firearms and destructive devices during crimes of violence Mr Walker had already been charged with: Conspiracy to murder US citizens or US nationals Two counts of conspiracy to provide material support and resources to designated foreign terrorist organisations Two counts of providing material support and resources to terrorist organisations Supplying services to the Taleban Mr Ashcroft said the indictment presented a timeline of Mr Walker's involvement with terrorism. The charge sheet said that in early summer 2001, Mr Walker was in an al-Qaeda training camp in Afghanistan. Later, as the network made their alleged preparation for the attacks of 11 September, Mr Walker was "forging ever deeper bonds" with al-Qaeda and met America's foremost suspect, Osama Bin Laden, Mr Ashcroft said. Mr Ashcroft said that on the day of 11 September, Mr Walker was fighting alongside the Taleban in Afghanistan, and in the weeks after the attack he remained with his fighting camp, despite knowing about the suicide attacks and being aware that additional attacks were planned. Walker's father is standing by his son

Security Methods to Protect Your Privacy Essay -- Exploratory Essays R

Security Methods to Protect Your Privacy Privacy and security issues have become one of the top concerns among computer users in today’s market. It has become a game of survival of the fittest in protection of your security. The only true way to defend yourself is knowledge. You should prepare your self against hackers, spammers and potential system crashing viruses and web bugs. Lets focus on how you can protect yourselves from the would be thieves. There are several ways to protect your information from the outside world; you just need the ammunition to do it. Because this has become a focal point for computer and Internet user’s, many companies are capitalizing on a growing industry and producing software packages to prevent privacy intrudion. A couple of ways that you can protect your self are URL encryption, OS shielding, JavaScript filtering, and cookie control. All of these are effective ways of protecting your self. But take caution, these are not guaranteed to complete block out intruders and completely protect you and your information. They are merely preventive steps you can take. URL encryption is a method that prevents your ISP, network administrator, or other intermediaries from easily tracking and logging the sites that you visit. This prevents companies from gaining information on your surfing habit and purchasing habit on the net. Companies have been accumulating data on us for years without our permission. Once these companies or have the information they can make money on us by selling the information to other companies or as I stated the government. Why should they make money on our information without our consent? The URL encryption also protects the user from potential Internet pr... ...llow you on their sites without the ability of planting or accept some form of a cookie. In this case you can use Safe cookies. A safe cookie allows you to accept cookies safely so you can surf WebPages without being tracked or monitored by the Website. The cookies are encrypted, very much like the URL encryption, and automatically erased when you leave the site. All of these methods are just some of the more popular techniques that people can us to protect their vital information. As stated earlier they are not failsafe, but are good proactive measures that everyone should take. The information age is growing leaps and bound. But with all the good it brings, it also brings the bad. If you plan and prepare yourself you will survive and retain your privacy. Once you loose your privacy it is impossible to get it back, so take control of your information. Security Methods to Protect Your Privacy Essay -- Exploratory Essays R Security Methods to Protect Your Privacy Privacy and security issues have become one of the top concerns among computer users in today’s market. It has become a game of survival of the fittest in protection of your security. The only true way to defend yourself is knowledge. You should prepare your self against hackers, spammers and potential system crashing viruses and web bugs. Lets focus on how you can protect yourselves from the would be thieves. There are several ways to protect your information from the outside world; you just need the ammunition to do it. Because this has become a focal point for computer and Internet user’s, many companies are capitalizing on a growing industry and producing software packages to prevent privacy intrudion. A couple of ways that you can protect your self are URL encryption, OS shielding, JavaScript filtering, and cookie control. All of these are effective ways of protecting your self. But take caution, these are not guaranteed to complete block out intruders and completely protect you and your information. They are merely preventive steps you can take. URL encryption is a method that prevents your ISP, network administrator, or other intermediaries from easily tracking and logging the sites that you visit. This prevents companies from gaining information on your surfing habit and purchasing habit on the net. Companies have been accumulating data on us for years without our permission. Once these companies or have the information they can make money on us by selling the information to other companies or as I stated the government. Why should they make money on our information without our consent? The URL encryption also protects the user from potential Internet pr... ...llow you on their sites without the ability of planting or accept some form of a cookie. In this case you can use Safe cookies. A safe cookie allows you to accept cookies safely so you can surf WebPages without being tracked or monitored by the Website. The cookies are encrypted, very much like the URL encryption, and automatically erased when you leave the site. All of these methods are just some of the more popular techniques that people can us to protect their vital information. As stated earlier they are not failsafe, but are good proactive measures that everyone should take. The information age is growing leaps and bound. But with all the good it brings, it also brings the bad. If you plan and prepare yourself you will survive and retain your privacy. Once you loose your privacy it is impossible to get it back, so take control of your information.

American Views Before and After World War II

America is well-know for its wealth and independence. Proud Americans come together to fight for democracy and freedom, while fighting against extremists and their desire for world conquest. War stories usually favor the victor. As a result, after World War II, many of the stories that began to circulate added to an already inflated US ego. After World War II, depending upon the country, the impressions of Americans are diverse.On one hand, Americans were saviors; however, the other hand, many were offended because of America’s tentativeness to join the war efforts, plus the overconfidence Americans displayed with they eventually joined the war. Although, the US declared themselves as isolationists, they continued to provide defense supplies to the Allied states. These defense supplies came by way of Roosevelt’s Lend-Lease program. This program contributed to Allies collaborative efforts to resist German advancements. The Axis powers took considerable offense to this po licy, which resulted in hostility towards the US.By the time, the US officially entered the war; a devastated, Nazi-occupied Europe was struggling for survival. The wealth gained from Lend-Lease resulted in a secure and confident economy for the US. This great wealth, massive military, and America’s ability to harness atomic power, added to the audacity to use that power, were the factors that elevated the US into superpowerdom. Although, the economy was not the only reason for America’s ascent to become a superpower, it was also the combined efforts of the American citizens to support the war effort, which attributed to their elevated status.However, according to Stoler, most Americans did not attribute the end of World War II to combined efforts; they perceived it as a return to â€Å"normalcy† (p. 385). Stoler continued his opinion by stating that both Britain and the Soviet Union were slightly aggravated and annoyed at the US for assuming the superior status at the end of World War II (p. 388). Americans believed their arrival secured the defeat over Nazi Germany and the Japanese Empire. However, Britain and the Soviet Union’s opinions differ slightly regarding the US.According to Stoler, the British considered Americans â€Å"latecomers† to the war and felt abandoned during the first two years (p. 388). When the US finally decided to join the war, they entered with the â€Å"naive, arrogant, and incorrect belief that they should dictate both combined wartime strategy and a new, self-serving postwar international order† (p. 388). From the Soviet’s point of view, America’s role was â€Å"relatively insignificant† as compared to the Soviet role; plus, the US deliberately procrastinated entering the war with the intention to exploit the Soviet Union by using the Lend-Lease program (Stoler p.388). Memory serves as an important element during war-time. Many people consider memories of specific event s irrelevant. These recollections of selectively retrieved events can possibility deliver incorrect details of said events. Earl Kelly with the McClatchy-Tribune Business News even quoted Carol Gluck while speaking at the 31st annual Bancroft Lecture at the Naval Academy, â€Å"history and memory are often in collision, rather than collusion, with each other† (2010).Even the most overrated misconceptions of World War II were sometimes included into movies. Often, the US Government embedded them selves into the movie industry. The reason being was to influence Americans on the importance of entering the war by means of propaganda. Worland states, that the Office of War Information affected most popular war-time films; especially films that â€Å"depicting the armed forces, images of America as a united, democratic society, the ideology of the Axis enemy, and so on† (p.48). This governmental influence pushed Americans to support the war effort. The U. S. brought to the w ar added military, supplies, and ideas for the Allies. While the US may have been imprudent and arrogant in their attempt to assume control, but the U. S. did bring alternative solutions to the table. To some countries, Americans are egotistical and lazy. Fortunately, America’s pompous attitudes gave the added incentive and strength to the Allied powers that helped end the war. Works Cited Kelly, E.(2010). Historian says memories fuel inaccuracies. McClatchy – Tribune Business News. Retrieved November 20, 2010, from ProQuest Newsstand. (Document ID: 2155533071). Stoler, M. (2001). The Second World War in U. S. History and Memory. Diplomatic History, 25(3), 383. Retrieved from Academic Search Premier database. Worland, R. (1997). OWI meets the monsters: Hollywood Horror Films and War Propaganda, 1942 to 1945. Cinema Journal. 37(1), p. 47-65. Stable URL: http://www. jstor. org/stable/1225689

The Tiger Who Would Be King

xxxxxxxxxxxxxxxx Mr. Smith Honors English – Period 6 19 January 2013 Ambiguity and Irony in the Tiger Who Would Be King James Thurber weaves ambiguity and irony into â€Å"The Tiger Who Would Be King† and allows them to influence the readers understanding and perception of the characters, themes, and plots in various ways. For example, ambiguity, a lack of clarity, presents itself when the brash and volatile tiger arrogantly declares â€Å"I’ll be king of beasts by the time the moon rises† (312). This presents us with the central plot and conflict of the story as well as some insight into his character and personality.The fact that he declares war against Leo the Lion leaves us with some ambiguity as we do not know if he will triumph and only know that an epic battle lies in store. Another example of this is evident when the tiger rebelliously states â€Å"’We need a change,’ said the tiger. ‘The creatures are crying for a change. â₠¬â„¢Ã¢â‚¬  (312). The fact that his mate notes that the only crying she can hear is that of her cubs, leaves the reader with ambiguity as to why he really wants change. The reader must critically approach the text and derive the unclear meaning from his faulty decision and decide and discover what it really means.Ambiguity in this story as well as in all literature is what captivates readers and teaches them to critically analyze the text and takes reading to a whole new level. Dramatic, verbal and situational irony all appear in this story and provide it with a kind of humor that keeps readers entertained. For example: â€Å"The tigress listened but she could hear no crying, except that of her cubs† (312). This is an example of situational irony because readers expect there to be a serious problem, however the tigress’ observation proves that the conflict the tiger created may not actually be there.Situational irony occurred here because what happened is the opposite of what as expected. Another instance of irony in the story this time comes verbally when the lioness wakes Leo the Lion and tells him â€Å"The king is here to see you† (312). The fact that Leo is the king is what is so ironic about the statement. This instance of verbal irony in the story is what sets the wheels in motion and gets the blood boiling for the fight of the king of beasts. Irony in this story is used often and is supports the main ideas, plot, theme and characters and helps the story move along.