I need a 2 page presentation paper on an article including 3 Essay

I need a 2 page presentation paper on an article including 3 discussion questions - Essay Example Through mobilization and political cohesion, examining credentials of the nationals, training of effective military tactics, ensuring economic reforms and establishing a new People’s Republic party in October 1, 1949, the strategy caused a stir to the government led by Kuomintang. Nanking and Shanghai had been seized by Japanese pushing the Kuomintang government to Chongqing. It also resulted to the Nanking massacre (Stavrianos). Because of the Japanese brutality, many Chinese joined the fight through the Red Army. In 1940 in August, the Red Army formed the Eighth Route and New Fourth Army to a National Revolutionary Army commanded by Chiang. This led to a series of attack on the Japanese Army where close to 200,000 Japanese soldiers died. But it was the start of Marxist theory of knowledge where Mao and Yan’an led through such tactics to give China its future. From 1939, a stalemate ensued when clashes between communist troops and Kuomintang began. Later in 1941 the China Communist Party (CCP) had faded. This resulted to a situation where a communist leader had to rise against the current leader Chiang. Saich and Yang continue to say that this was not possible as CCP was still in power. The events that had taken place helped CCP to seek for independence to become nationalist. It was later dissolved when the Russians were unable to continue supporting it as they were at war with Hitler. This came to Mao’s as an opportunity to lead the campaign of rectification in 1942-1944 (89). Cultural Revolution had to take place when the CCP had become ineffective due to its bureaucratic, elitist and brittle ways of functioning. Mao won the battle of cultural transformation and China became one of the most politicized nations. Mao’s thought of reminiscent Christianization of Europe in the middle ages was to wipe out

The Multi-unit manager Essay Example | Topics and Well Written Essays - 3750 words

The Multi-unit manager - Essay Example Practical and Implications – The knowledge obtained from this study will help the multi-unit restaurant operation in the development of Human resource in terms of recruitment, selection and training needs. Introduction In the United Kingdom, the service industry represented over 77.1 percent of Gross Domestic Production in 2010 (CAI Fact book, 2011). There are many international hotels such as Hiltons or Accor that have expanded all over the world. In restaurant sector, most restaurants seem to be a small business or family business, which has only one unit. After raising more profit, the business tends to expand its outlets to both national and overseas level. McDonald’s, for example, has expanded its branches, which are approximately 31,000 restaurants in 2010 (Ritzer 2011). Multi-unit restaurants could be defined as a company which rivals in the sector with more than one unit of a concept or theme (Olesen et al 1992). Due to intense competitiveness in the restaurant sector, cost reduction and standardization have been consistently focused on in multi-unit firms in order to get returns on investment of its brand (Jones 1993). In a chain of restaurants, â€Å"manager of managers† or the manager who operates between operations and cooperate level managers is called as the Multi-unit manager (Drucker 1995). According to Goss-Turner (1999), in a multi-unit firm or the multi-unit area responsible for 2 to15 units, the responsibilities of the Multi-unit managers are to concentrate on strategy of business rather than single unit operations. As a result of standardizations that have increased in nineteenth century, the multi-unit has grown along with systematic assessment for selection of training for the multi-unit manager (Goss-Turner 1999). It could be seen that with the intention of expanding in chain, multi restaurant outlets and the multi-unit area need to develop simultaneously. To gain a competitive advantage, the company should be able t o develop quality of their employees especially the multi-unit manager. It can be said that most of the academic study has focused on the role, responsibilities and skills of single-unit operation, but on the multi-unit company. The skills of the area manager are likely to be different from the single unit managers. Umbreit and Smith (1990) claimed that almost all the area managers are recruited from single units. Consequently, the multi-unit managers have faced problems in making the transition from single-units to multi-units because of the role, responsibility and skills that are different from single operation managers. Umbreit and Tomlin (1986) surveyed many multi-food services and highlighted that most functions of the multi-unit managers are related to restaurant operation, human resource, and finance. Subsequently, Muller and Campbell (1995) also showed that human resource was the most significant issue for the multi-unit managers. In addition, in 2009 human resource, restau rant operation and finance were still the major requirements for the multi-unit manager position. For these reasons, at the heart of this study is to analyze the roles, responsibilities and skills of the multi-unit managers in restaurant industry by providing a case study of Pan Asia group. A semi structure conducts interview of the multi-unit

A transaction cost analysis of the apparel industry

A transaction cost analysis of the apparel industry The gradual integration of global economic markets bears many challenges for companies which continuously attempt to adjust to changes in their business environment in providing value to customers. In many industries and in particular the apparel industry the supply chains through which firms operate have become increasingly dispersed and global (Gereffi, 1999). With post crisis consumer spending still unstable and cotton prices  [1]  having increased by more than 160% since March 2010 (see figure 2 in Appendix E) apparel retailers see their margins eroding. Simultaneously, short product life cycles, volatile consumer preferences and fierce competition on price and quality through an increased availability of low cost manufacturing  [2]  make it difficult for retailers to sustain a competitive advantage. Since the 1990s, many retailers have shifted the arena of competition to timing and know-how or simply put on supply chain management in trying to reduce the risk of mark downs, stock-outs and high inventory levels inherent in the supply chain (Hammond Kelly, 1991, p. 1; Richardson, 1996, pp. 400-401). It is a general opinion that it would be optimal in terms of cost and flexibility for retailers to source apparel from independent suppliers likely in low-cost countries. This seems to be valid for the mom-and-pop stores around the corner as well as for two of the worlds largest apparel retailers The Gap and HM. At the same time, we see Zara and Benetton who partially produce merchandise at company-owned factories located in Spain and Italy, Eastern Europe, Tunisia, India respectively. This is striking for two reasons: one, the production cost in Europe are higher than in most East Asian economies  [3]  towards where much of global apparel manufacturing has shifted (Gereffi, 1999). Second, vertical integration is perceived to be a burden in an environment that requires a high degree of operational flexibility (Richardson, 1996). So why is it that those firms break with the rule of contracting out all production (CNN.com, 2001) that has developed over the past decades? In this paper, I will analyze the motives and strategies that determine a retailers sourcing decision. Although the sourcing strategy defines both, the location and the organizational entity  [4]  , the focus of this composition is to explain why HM and Gap outsource production while Zara and Benetton are vertically integrated into apparel manufacturing. In explaining vertical integration economic theory has considered different aspects: the neoclassical theory turns to efforts of firms to mitigate inefficiencies caused by market power [] or enhance market power within the vertical chain (Joskow, 2006, p. 1). From an organizational perspective, the approach adopted here, transaction cost economics (TCE) ties production, coordination and motivation costs to the various forms of organizations economic agents attempt to minimize. I will explain the basic trade-off underlying the decision of vertical integration, review the origins of TCE and introduce a framework by Oliver Williamson. Williamsons framework focuses on measuring the risk of opportunistic behaviour The analysis of the apparel industry shows that the risk of expropriation is mainly driven by the Sourcing has become a central process in the context of coroporate functions (guericini) Fashion industry shows different approaches To be analyzed in terms of efficiency and transaction costs Is there an optimal governance structure How have they changed over time What are the implications and drawbacks to the theory How will this be in the future Using case studies Implications for validity of TC Is it a matter of choice or a matter of searching for the unique best way? Vertical integration and its determinants Vertical integration and the make or buy trade-off A vertically integrated firm performs subsequent steps along its vertical chain defined as the process that begins with the acquisition of raw materials and ends with a sale (Besanko, Dranove, Shanley, 2000, p. 109) internally. Those internally performed activities define the vertical boundary of a firm. The vertical chain in the apparel industry is illustrated in Figure 1 and described in more detail in Appendix D. Figure : The vertical chain in the apparel industry Source: self-made diagram, based on Besanko et al. (2000) and Milgrom Roberts (1992) In mapping a firms boundary a useful criterion is the degree of flexibility and authority of a firm to make investments, product-mix and employment decisions at the relevant stage (Richardson, 1996, p. 403). This is in line with Hart Grossmann (1986) who define a firm to consist of those assets that it owns or over which it has control. The choice of performing an activity inside the firm is often called a make or buy decision. At the extreme end of buying an input, parties use anonymous market contracting (Joskow P. J., 1988, p. 101) and may not engages in further transactions. Contrary, vertical integration substitutes the contractual exchange through an internal process. For further use the form of organizing a transaction is called governance structure. In determining the optimal governance structure organizational based theories help to link respective costs and benefits of organizing a transaction. According to TCE a firm must weigh technical, coordination and motivation cost in defining its vertical boundaries. A firm operates technically efficient if it is using a cost-minimizing production process. This can be achieved through making investments in technology and engineering or sourcing from external suppliers who are specialized on the production of that input. Organizational efficiency refers to the minimization of coordination, motivation costs and the risk of opportunistic behaviour (Besanko, Dranove, Shanley, 2000). Through vertical integration a firm benefits from the authority to settle conflicts, control over the production and information process as well as stronger team incentives. Potential costs of vertical integration arise from a lack of competitive pressure and thus a potential lack of innovation, lower economie s of scale in production, more bureaucracy, the risk of bad management decisions  [5]  leading to tied resources in possibly inefficient processes and coordination efforts to align interests among business divisions. The market has benefits from competitive pressure on the firms operating in the market, economies of scale facilitated by the possibility of demand pooling, technological efficiency since firms are specialists and the possibility of freely choosing a supplier. Costs of a market transaction are higher coordination efforts, misaligned incentives between trading parties and inefficiencies arising from opportunistic behaviour (Besanko, Dranove, Shanley, 2000; Perry, 1989; Milgrom Roberts, 1992: Joskow, 2006). According to Ronald Coase and Oliver Williamson considered to be the pioneers in the field of TCE the main determinant causing frictions between parties involved in a transaction is the risk of expropriation by trading parties. In the next section I will review their work in the field of TCE and introduce Williamsons framework which I will use in section 5 to analyze the apparel industry. Williamsons transaction cost framework The origin of transaction cost economics Ronald Coases motivation was to explain why firms would obtain a product from the market when it can produce the product itself. Coase saw the mechanisms for allocating resources as substitutes He criticized the view that resource allocation through the market works itself (Coase, 1937, p. 387) and the lacking concept for the existence of firms ince he saw the different resource allocation mechanisms as substitutes, not as complements. Coase focused on the exchange mechanism of a good, a transaction, which can either occur in the market or within a firm. His main contribution was the incorporation of costs linked to organizing a transaction into the analysis of vertical integration (Coase, 1988b, p. 17). The comparative costs of organizing a transaction would determine the optimal governance structure. First, when organizing a transaction in the market a firm has to bear search cost in looking for relevant suppliers and prices. Negotiating over the terms of exchange and writing contracts particularly when dealing with several suppliers and multiple transactions bear cost. These marketing costs eventually become larger than the costs of coordinating transactions internally (Coase, 1937, pp. 390-391). Second, Coase identified costs corresponding to diminishing returns to management (Coase, 1937, p. 395). With an increasing number of transaction organized within the firm, the entrepreneur struggles to allocate resources to projects with highest payoffs. Simply put, the internal organization bears the cost of bureaucracy that must be weighed against transaction costs. Consequently, a firm expands its vertical scope until the costs of using the market equal the cost of internal organiza tion. The framework Oliver Williamson, Oliver Hart and other economists used the insight that firms are economizing on the sum of production and transaction costs (Williamson O. , 1979, p. 245) and expanded this notion to a context where organizations adapt efficiently to the ever-changing circumstances of the moment (Hayek, 1945, p. 523). They focused on opportunistic behaviour and its effects on ex ante incentives and ex post performance as the main determinant for vertical integration whereas Coase saw ink costs (Klein Murphy, 1997, p. 419) arising from searching a price and writing a contract as the limiting force on the use of the market (Joskow P. J., 2006, pp. 2-3). In understanding opportunistic behaviour it helps to illustrate the definition of appropriable quasi rents by Klein, Crawford Alchian (1978): The quasi-rent value of the asset is the excess of its value over [] its value in its next best use to another renter: assume firm A owns a production asset and provides B with a service at a price of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 5,000 (Bs maximum willingness to pay). Assume that a third firm C with a maximum willingness to pay of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3,500 is also interested in obtaining the service from A. Now, firm B would try to lower the price down to à ¢Ã¢â‚¬Å¡Ã‚ ¬ 3,500 by threatening to terminate the relationship with A. The price difference of à ¢Ã¢â‚¬Å¡Ã‚ ¬ 1,500 is the appropriable portion of the quasi rent that firm B will try to extract from A  [6]  (Klein, Crawford, Alchian, 1978, p. 298). This is a simplistic example for the hold-up risk that can arise in a market transaction. The presence of opportunistic behaviour relies on two behavioural assumptions. First, economic agents are simultaneously subject to bounded rationality  [7]  . Agents are incapable to consider and specify all contingencies that might arise after engaging in a contractual relationship. As a result, incomplete contracts are the first best results. At the same time, it might be too costly for the two parties to write a contract specifying all foreseeable contingencies since ex post alterations would be costly. The second assumption is that agents behave opportunistically and try to extract a maximum of rents from their trading partners (Williamson O. E., 1981, pp. 553-554) Williamson developed a framework which explains a firms governance structure based on variations in the importance of asset specificity, uncertainty, product complexity, and the constraints of repeat purchase activity (Joskow P. J., 1988, p. 101). These attributes measure the risk of opportunistic behaviour in a trading relationship. Asset specificity measures the difference between the value of an asset in its pre-specified use and in its next best use outside the trading relation. It basically indicates whether there are large fixed investments [that are] specialized to a particular transaction (Williamson O. E., 1981, p. 555). An asset which has been modified and designed for a particular transaction leads to a lower outside value of the asset, creates higher appropriable rents and hence leaves more room for ex post opportunism  [8]  . This is what Williamson called physical asset specificity. Site specificity deals with the mobility aspects of an asset. Once an asset has been positioned and installed there are costs of modification or removal. The trading partners try to economize on inventory and transportation expenses when successive stations are located in a cheek-by-jowl relation to each other (Williamson O. E., 1981, p. 555)  [9]  . Last, human asset specificity arises when workers develop knowledge which is idiosyncratic to a transaction. Williamson calls this training and learning-by-doing economies (Williamson O. , 1979, p. 240) . Thus, with an increasing degree of relationship-specific attributes of a transaction, it becomes more costly for trading parties to terminate their relationship such that they are locked-in to the transaction (Williamson O. E., 1981, p. 555). Hence a firm might want to protect itself from opportunistic behaviour by vertically integrating. Of the other transactional attributes, complexity and uncertainty work in the same direction as asset specificity whereas frequency puts a constraint on the degree of vertical integration that a firm might choose. A transaction might simply occur too seldom that the cost of setting up a governance structure is greater than the risk of using the market. To review, the transaction cost framework predicts that with an increasing asset specificity, complexity and uncertainty, the optimal governance structure will move from a spot market transaction, to an intermediate solution and finally to vertical integration  [10]  . (ZITATE Raus) Methodology, value, implications and limitations In this paper I am using TCE to analyse the trade-off between differing governance structures of four companies in apparel retailing by using a qualitative approach to measure the different dimensions of a transaction. I have dismissed the neoclassical theory in analyzing the apparel industry since it defines vertical integration as a strategic response to market imperfections  [11]  treating firms like a black box (Hart, 1988, p. 120). The empirics of the neoclassical theory are hence more concerned with the effects of vertical integration on consumer prices and welfare. In contrast, this paper is concerned with the motives and strategic concerns that determine the form of organizing manufacturing in the light of TAC. The value of this paper is the linking the TCE framework to four case studies Zara, HM, Gap, Inc. and the Benetton Group. It is useful to analyze a firms governance structure in terms of the control and authority borne by the two parties involved in the transaction at hand. The degree of vertical integration is reflected by the ownership and control of assets in successive stages (Richardson, 1996, p. 403). The sample has been designed to characterize the differing governance structures in apparel manufacturing. From the four companies studied in this paper Gap and HM source all garments from independent suppliers. Zara and Benetton on the other hand purchase semi-finished products and manufacturing services like cutting and sewing which are integrated with the firms manufacturing capabilities (they produce 40% and 60% of apparel internally). Given the fact that each of the four companies has been in business for more than 30 years, built a strong global presence and managed to gain substantial profits throughout many years  [12]  it is appropriate to say with confidence that they are managing their operations through an effective governance structure. Thus, the main question that arises is what factors determine the decision for each firms governance structure. By mapping the firms business with the sourcing strategy I will show that a proper TAC analysis must consider those interd ependencies in order to have valid implications. In gathering data on the apparel industry and the case studies articles from business press, annual reports and other publicly available information provided by the firms  [13]  , company reports from investment banks, business cases from Harvard Business Review and academic research papers have been used as primary sources. I attempt to present the information on the cases in a consistent format whereas there are some differences due to the availability of information. It is for example not clear what the strategic activities are that Benetton keeps in-house (Benetton Group, 2011). In applying the TAC framework I have used this information and extended the analysis with my own evaluation if procurable on the different dimensions of the transaction (discussin Scott?). Primary data, possibly gathered through interviews with the retailers production offices, were not collected but would add additional value to analysing the relationship between the apparel retailers and the manufacturers. This would help to understand how retailers manage their supplier relationships, how they negotiate over contracts and how they deal with contingencies that are not pre-specified in product orders. Such information would help to evaluate the degree to which relationship-specific investments occur in the apparel industry and consequently how the different dimensions of a transaction differ across and within firms. In particular, the potential hold-up risk created by the adversarial relationship between suppliers and manufacturers, would be easier to quantify. Whereas I am using a qualitative approach to examining the relevance of relationship-specific assets in apparel manufacturing there is much empirical work based on case studies and econometric analysis devoted to the relevance of transaction costs. Scholars have managed to quantify the transaction attributes of asset specificity, complexity and contractual difficulties. Joskow (1987) for example provides evidence for the US coal industry that higher relation-specific investments encourage longer commitments of buyers and sellers to the terms of future trades. In general the the empirical results are much more consistently supportive for TCE (Joskow P. J., 2006, p. 27) than for the neoclassical theory on vertical integration. Case studies from the apparel industry In this section I am going to describe the cases of Zara, HM, Gap Inc. and Benetton trailblazers of fast fashion operating in the middle priced casual apparel segment. The four firms accounted combined for approximately 3.0% of global revenues in 2010  [14]  . All companies are close competitors but have positioned themselves differently with respect to vertical scope in manufacturing and in terms of pricing and fashion content  [15]  . I am going to describe each firms governance structure and coordinating mechanisms with manufacturers, background information on the apparel industry, the idea of fast fashion and the firms studied can be found in Appendix D. Gaps governance structure and coordination with manufacturers The group controls design, merchandise, distribution, marketing and retailing of its own brands and also sells products branded by third parties. The group purchases all garments private and non-private label from independent vendors with approximately 700 factories in 50 countries  [16]  . In terms of costs 98% of merchandise is produced outside the US with South/ Southeast Asia representing approximately 50% of the factory base  [17]  (The Gap Inc, 2008a). Overall no vendor accounted for more than 3% in 2010. The firms sourcing and logistic group along with buying agents coordinates with vendors around the world and place orders. After the clothes are manufactured they are sent to the firms distribution centers  [18]  where the firm conducts quality audits (Wells Raabe, 2006, p. 21). The firm manages its vertical chain with lead times  [19]  of 3 to 8 months. (Quelle?) Since the 1990s and particularly after the ATC expired in 2005 the group has increased efforts in building long-term relationships with suppliers attempting to get discounts and extend the sharing of planning and forecasting information through aligned IT systems at strategically-located factories (Wells Raabe, 2006, p.12; Guericini Runfola 2004, p. 311). To facilitate coordination the group pursues a factory engagement strategy  [20]  : factories need to get the firms approval based on quality, price and delivery time  [21]  , factories are closely monitored  [22]  to ensure they act according to the legal, social and environmental standards outlined in the COVC, the social performance of factories is evaluated such that problems can be resolved and factories are supported with building compliant and operationally effective management systems. The attention devoted by Gap to each factory depends on the specific requirements. Recently, the firm started to support factor ies with developing human resource management systems. Repeated violation of the firms standards may lead to a termination of the supplier relationship but is attempted to be avoided by Gap  [23]  . Seldom, the firm issues conditional approval to a factory in case of a short-notice order. Benettons governance structure and coordination with manufacturers The Benetton group operates through a sequential and integrated supply chain covering the steps from design, RD, manufacturing, distribution and sales  [24]  . This approach is to balance efficiency with speed and is planned and coordinated from headquarters by the product department. For roughly 50% of its production Benetton uses a vertically integrated manufacturing model keeping automated and strategic activities in-house and outsourcing labour-intensive tasks  [25]  to SMEs (Benetton Group, 2011). Each plant is specialized in one type of product and control, integrate and coordinate the production activities of contractors leveraging  [26]  their network of skills (Benetton Group, 2005). In order to adjust production to demand, Benetton had developed a process where the dyeing of the garment was postponed after manufacture. The firm further engages in full production cycles and controls parts of its upstream processes through a subsidiary  [27]  . The remaining 50% of merchandise are sourced from external suppliers with whom the firm coordinates through localized production offices  [28]  . Finished garments are distributed centrally through the firms logistic hubs  [29]  . Benetton runs operations with lead times of two weeks for continuative articles and up to four months for newly designed garments. Through providing production planning support, technical assistance to maintain quality and financial assistance to procure [] machinery the group built close relationships with its approximately 200 contractors. This enables the group to smoothly coordinate the contractors activities into the production process. The group audited the compliance with the groups code of ethics  [30]  of 200 suppliers but did not enter formal contracts with suppliers since this was not felt by either party (Indu, 2008a, p. 4). Postponement strategy? HMs governance structure and coordination with manufacturers HM operates in product research, design, merchandise, distribution and retailing. Product development and procurement is managed through the central buying office in Stockholm which coordinates with merchants at 16 production offices in Asia and Europe. Merchants for the most part drawn from the local population manage the interface with the 700 independent suppliers which produce all of HMs garments in around 2,700 production units in Asia and Europe  [31]  (HM, 2011). According to estimates, around one third of production is done in China, one third in residual Asia (e.g. Bangladesh) and one third in Europe (particularly Turkey) (just-style.com, 2011; Indu, 2008b; Guericini Runfola, 2004). Finished garments are shipped to the central warehouse in Germany or one of the distribution centres. HM operates with lead times between twenty days and several months. The production offices keep in regular contact with suppliers, identify new suppliers, place orders and are responsible for monitoring suppliers compliance with the COC. Throughout an auditing cycle HM scores the suppliers management systems  [32]  aimed at preventing violations of the COC (HM, 2010a). When placing an order, buyers balance the factors quality, price, lead time and location of the supplier  [33]  (HM, 2011). To ensure quality HM carries out extensive testing  [34]  at the factories and after delivery. Order for high volume basic items were placed about six months in advance while in vogue garments are designed, produced and sold within just a few weeks (Indu, 2008b). For the latter, proximity of the manufacturer to sales market was the prime consideration, but overall the firm focused on producing at low cost (Indu, 2008b). HM audits its suppliers compliance to the firms COC, helps to implement corrective actions, provides training and engages in knowledge sharing. The firm meets with suppliers to discuss their evaluation and attempts to minimise late changes on product orders by establishing capacity plans and purchasing orders where possible most relevant for its key suppliers  [35]  . HM attempts to contribute to the long-term improvement of its suppliers but may terminate its relation in the case of continued non-compliance but in that case commits to a reasonable phase-out period (HM, 2010a). Zaras governance structure and coordination with manufacturers The business model of Zara  [36]  is characterized by an integrated approach covering the design, manufacturing, distribution and retailing of apparel (Inditex, 2010). This allows the firm to adjust production to demand observed in stores and achieve lead times of minimum two weeks. Zara produces time-sensitive items at a dozen manufacturing subsidiaries in Spain estimated at 50% of total production  [37]   or with suppliers whose processes are [] integrated with the groups dynamics (Tokatli, 2008, p. 34) located close to the firms distribution centre. Basic items tend to be outsourced mainly to Asia where back in 2006 20 suppliers accounted for 70% of external purchase. Zara maintains relationships with 1,237 suppliers  [38]  managed through purchasing offices in Spain and Hong Kong attempting to minimize formal commitments (Ghemawat Nueno, 2006, p. 11). Zara operates automated and capital intensive tasks, specialized by garment type, of pattern design, cutting and finishing while outsourcing labour-intensive tasks to workshops in Northern Spain or Portugal. Those workshops have long-term relationships with Zara who provides them with technology, logistics and financial support (Ghemawat Nueno, 2006, p. 11). Roughly 85% of in-house production is done during the selling season and the firm may leave open production capacity for short notice orders or changes, limits production runs and strictly controls inventory (Ghemawat Nueno, 2006). Upstream, half of the fabric is purchased by a Spanish subsidiary as gray allowing in-season changes of production (Ghemawat Nueno, 2006, pp. 10-11). All clothes are distributed through the firms distribution centre in Spain. Both, internal and external suppliers are re

Hitler In germany :: essays research papers

The point of this essay is to prove that although Hitler came to power within the 'letter of the law" he did not come to power within the 'spirit of the law.' Hitler was appointed Chancellor on the 30th of January 1933, with only two other Nazis in the Cabinet, this was though to be enough to control him, by Van Papen and the conservatives. Hitler persuaded President Hindenburg to hold new elections in March 1933, in the hope he would gain an over all majority. However in the new elections Hitler controlled Prussia through GÃ ¶ring (Cabinet Minister) and the other two fifths of Germany through Frick (the other Cabinet Minister). With Nazi appointed police chiefs and local government heads, the Nazis had the legal power to intimidate the electorate. By the end of February 1933 Hitler was Chancellor and in control of police and local government, all legally and not within the spirit of the constitution. On the 27th of February 1933 a half-mad Dutch Communist called Van der Lubbe was found wondering in the ashes of the burning Reichstag. This provided the Nazis with the opportunity to persuade Hindenburg to sign an emergency decree (composed by Frick) on February the 28th, suspending civil liberties and allowing the central Government to run regional governments deemed unable to run them selves. By the end of April, twenty five thousand people had been taken into 'protective custody' in Prussia alone. Under the decree Frick was able to 'take over' areas not already controlled by GÃ ¶ring. Because of the 'suicide clause' these actions were legal however they were definitely not within the democratic spirit of the constitution. In the Reichstag elections of March 1933 the Nazis increased their control from 33.1% in December 1932 to 43.9%. This increase can be attributed to the Nazis strong stance on Communism. The Nazis were known for their hatred of Communism, the middle class voted Nazi because of that policy. Joseph Goebbels' propaganda machine was also very good at 'acquiring' votes. Nazi intimation by the now auxiliary policeman (in Prussia), the S.A. and S.S. plus the threat of unemployment by Nazi run organisations also helped increase Nazi votes. With their rightwing and Catholic allies the Nazis were now in a position to obtain power legally. Hitler clearly gained power legally as regards election results but as to how he got the results it is clear he acted both illegally and against the constitution.

Elektrobit Corporation Essay

Which of recommendations listed in the Manager’s Toolbox were used by Elektrobit Corp? Explain. Below shows some of recommendations of Manager’s Toolbox were used by Elektrobit Corporation :- (i) Elektrobit has recent arrivals to an area share their experiences with newcomers. To inform to the newcomers about what we experienced during all programmes in Elektrobit Corporation. Newcomers can judges companies achievement based on that experiences that we told to them. From there, we can persude newcomers to join us. Therefore, we can enlarge our business. (ii) Elektrobit employees who accept an international assignment have to sign a contract before they leave that spells out their pay, length of stay, and other details of what is expectedof them. To prevent the occurrence of fraud and breach of trust in the company. By signing contract, we can refer to the agreement if any problems stated on above is occur. Therefore, newcomers in the organization will be more diciplined in doing anytypes work given. So, this contract will be a good guidance in their organization and the company will have a good management. (iii) Elektrobit moves an average of 10 people a year between its global offices, spending about 10,000 annually for each of them on relocation expenses, housing for the employee, and any family that go along. The company make sure employees have whatever they need to start working efficiently on arrival. But it also tries to help them settle into their everyday lives outside work. This can prove that the Elektrobit Corporation is very concerned about the welfare of their workers.

Veil of Roses

Book Report Noor-ul-ain Zar 4/29/12 8-10 The book I have chosen to do this month is Veil of Roses by Laura Fitzgerald. I have chosen this book because I think it describes some similar things, I have heard of and some things that happen in my country sometimes too. The genre of this book is realistic fiction. And realistic fiction means, it's not real but it could definitely happen to anyone. The book is basically about an Iranian-women named Tamila who has been basically stuck in Iran for the longest time and finally got to come to America for the first time.And she is so used to not having any freedom, America opens many doors for her. But only on one condition, she has to find a husband in two months, which is hard work. The setting on this book goes to America to Tucson, Arizona. It also takes place in, houses, coffee shops, English class and even outside. The mood of this book (or how the reader feels when reading the story) goes on and off. It goes from mysteries, to happiness, and sadness too. Usually, the tone of the book reflects the mood of the book. If the way the author writes the book, and a certain chapter is sad, then the reader will also feel sad.The point of view the book is in first person. And I know it's first person because it contains the words â€Å" I, and me†. The characters in this book are, Tamila Soroush or known as Tami Joon (the main character) basically she is fun, shy, and open to new things. She basically has been shut in a box because she hasn't had much rights and now that she is in America, she is very experimental. She has a family who cares a lot about her, but also are very protective. Maryam, Tami's sister is very protective. She loves Tami a lot, but always has an eye on her.She tries to get Tami the best husband as possible but needs to realize that Tami should be on her own to find one. Ardishir ( Maryam's husband) is very supportive, rich and also takes care of Tami. He seems Tami's point of view in things, and is very nice and not that important in the story. Ike (Tami's love interest) she meets him in America at a coffee place and at first they don't click but later they do. And the other character, Haroun who potentially wants to marry Tami. This story is basically about a girl named Tami, who comes from Iran to America to live with her sister Maryam and her husband Ardishir until she finds a husband.She only has a short period of time, and cannot live with Maryam and her husband for long because her Visa will expire. If she does not find a husband, who has a Visa she will have to go back to Iran forever. So she comes and lives with Maryam, and isn't adapting to change very well. When she gets to America, she is open to all types of things she never got to do when she was in Iran. She got to go out without her hijab (covering of woman's head) and got to do everyday things that are usually taken for granted like going out for coffee, which cannot be done in Iran.So as she searches for a husband one day she goes to a coffee shop on her way to her English class and meets an American guy named Ike. She doesn't try to talk to him, but when Tami gets confused because shes from Iran, Ike helps her out and they become friends, but she hides Ike from Maryam because she isn't supposed to engage a conversation with any other American guy. Then Maryam finds other people for Tami, and none are good and after tons of hardships Tami finally marries Ike. Yes, the story is very effective and powerful. I enjoyed the story very much.The strengths are that, the author made it so believable that she is from Iran even though it's realistic fiction. The weaknesses are that it could have been written more effective, and better words. My overall response to the book, is that I enjoyed it very much and mostly because I could relate to it being from a different country and knowing how hard it is to settle to a new country, and see how differently things are done and different places. I wou ld recommend this to people with the similar, country or someone who understands being from other places.But I would also recommend this to people who aren't from other countries so they can learn about new cultures and how things are done in Iran. Overall, I really did enjoy the book and I think If people actually didn't judge the book by the cover and read it, they would enjoy it. It teaches a lot of things, and opens you to new cultures. You will also start, to learn how we take little things for granted like simply walking down the street for granted. But, overall this book was amazing and I would recommend this, to everyone.