Qualitative and Quantative Research Method Essay

Globalisation in business is a historical process, the term â€Å"Globalisation† begun to use more commonly in 1980s, which happened due to of innovations and the research which has been done from a long time on improving the communication and technology. Just because of the fastest communication today more or less every business is dealing their customers using technology and having the communication with them using modern devices. Here in my assignment i will discuss about the globalization and what are the reason for the growth of globalization?.I will also discuss about the process of globalization and its effect in the market.In my case study i will take the Siemens AG company. Siemens AG is a global electrical and electronics business with a turnover of  £53 billion. The business employs over 450,000 people. Siemens is multi-national. It operates across 190 separate nation states. Executives in Germany and across the world must make decisions in the best interests of Siemens’ shareholders. Most multinationals have many capabilities. They must make decisions about where their separate activities should be. For Siemens it is not efficient to design and manufacture all products in all countries. It is more efficient to concentrate manufacturing to keep economies of scale through specialization. Products can be shipped anywhere within the group. Globalisation: According to modelski et al,(2007) â€Å"globalization† as (the process of) â€Å"emergence of institution of planetary scope† As readied by Isard (2005) in globalization and international financial system. Imagine the world twenty years ago when there were no personal computers, no laptops, no mobile phones the communication was very slow and because of not having the internet facility there was a limited communication not for the people within the country but internationally as well, as we do emails today which takes only few seconds to reach the recipient there was no concept like that and the messages sending and receiving was dependent on days and weeks, this all is changed now just because of globalisation. According to J.Ali (2000) â€Å"Firms across the world have recognized that globalization is a reality that creates unlimited opportunities while intensifying competitors and threats† Globalisation is the integration between the markets, nations, states and technologies it is the way which enables the individuals, corporations, organisations, nations and states to reach the world easier, cheaper, faster and safer than ever before, it affects everyone like the internet has enabled everyone to connect to each other at any time and to learn the aspects of any culture in the world, now the trade is much easier and is diversified, the ideas are being shared among all people of earth the cultures are being refined the globalisation is conquering markets and capturing hearts. There are a lots of organisations which are selling their products throughout the whole world the picture of international trade has been totally changed. Reasons for the growth of globalisation: As the communication barriers have been removed the need of international trade exposed, the company’s thought to expand their businesses for these reasons the globalisation has got the rapid growth. Growth of regional economic or trading blocs such as EU, NAFTA (north American free trade agreement) APEC(Asia pacific economic cooperation forum) has contributed in making the globalisation happen and to promote the trade between the counties the allowance of free trade between the members of the blocs countries, this helps the countries to grow together and that is the way of making the economy of different countries better and stronger. By this the countries are included in the same blocs or the member countries help each other country people to maintain their economic stability as well. The development of transport links and networks capable of moving goods, quickly and relatively cheap is also one of the main reasons behind the growth of globalisation, the shipping transportation has improved very much and the product are being shifted to one another countries in bulky amount. The advancement in technology and communication made the possibility of transferring the financial capitals due to which people were attracted to do businesses in other countries as well, the production cost is not same for any product all over the world so many businesses wanted to install their production plants in those countries which are more cheaper which tends the global market again to rise. Other then these every business wants their customers to be satisfied by their product for that purpose the feedback is necessary the feedback is being received by the companies by having the online feedback forms where the suggestions and recommendations are been given by the consumers for the product. The companies are providing the assistance services to their customers by giving them an option to call the assistance team at any time the services are provided through internet or phones, live chat, live calls and live video conferencing. Process of Globalisation and Effects To explain the effects of globalisation and the process we are adding a case study of a multinational company that how the company is handling the issues regarding the customers worldwide. A Siemens case study: Meeting global and local needs A Siemens case study: Meeting global and local needs by times100 As readed by Gills,bThompson (2006) globalization and global history: Multinational companies are the agents of globalisation the access of product from all over the world is a very good gift given by the internet to the companies who wants to have more potential customers. Globalisation has linked the first world countries to the third ones most of the manufacturing setups are in third world countries and this made a very beneficial impact on both as the first world countries are enjoying the cost minimisation by having cheap labour and low production costs and the third world countries are having the employments and jobs by having the plants in their countries on the other side mostly the service sector is being served by the first world countries. As explained by collier, dollar and lank in globalization and environment (2002): Keeping in view that what the customers actually need is the main aim of Siemens for this there is expertise working with Siemens form 150 years which makes the company to stand where it is today. The company has channels in about one hundred and ninety countries and the diversification of different cultures and different languages with different people is being keenly handled by the managers of organisation. As readed on Turchin,p (2003) why states rise and falls: However due to of easy trading throughout the world the outsourcing is happening that puts the positive impact on Siemens as they are producing electronic products so most businesses are using Siemens product because of the reliability and the company is also producing the power distribution and transmission equipments which are very popular with them the power generators are also being produced. The trade barriers has been removed by the governments and people are able to move from one to another country and can easily take their money with them to open business in other countries, Siemens has expanded their business in many countries and are running their businesses in 190 countries which is because of the innovative approach of organisation. Huge amount is spending upon the research and development sector to improve the company’s abilities to serve as good as they can. Technology is improving day by day new inventions are coming up, Siemens is also contributing in the technological sector as well by producing product related to latest technology. In the field of automation and control Siemens is one of the finest service providers for the industrial solution and services as the world has been globalised and innovation is very important for the survival of any company, Siemens has got a very huge success because of the innovative approach the company has adopted the trend of innovation and inventing more than thirty new inventions a day, the company is assumed second strongest power technologies worldwide. Conclusion: Well globalisation has given lots of benefits for mankind people are having much ease to get knowledge and having more opportunities, have the access to explore the whole world but there are few problems which globalisation has created but these can also be removed by using the globalisation itself. Any how the world has become a global village now the trade, communication and transportation is getting easier as the new innovations are being made by the information technology. Information technology played a very important and vital role in making the world as it is today, there are companies which products are so popular that everyone is known to them like the name which is most prominent in making the products related to electronics is â€Å"Sony†. This is company which sell their product to the whole world. The market for a product is now very vast because of globalisation, the products are being delivered to the consumers no matter where they are, marketing is done to the whole world and it is just possible because of the fastest communication and the credit is again going to technology. References: Modelski,Devezas and Thompson. (2007) globalization as evolutionary process modeling global change, Rutledge, USA and Canada ISARD(2005) globalization and international financial system: what’s wrong and what can be done, Cambridge university press,USA Gills,b. and w.r Thompson(eds.)(2006) globalization and global history.london:routledge. J.Ali globalization of business: practice and theory, International business press, NY Collier, dollar and lank.(2002) globalization, growth and poverty, oxford university press, Washington 2002. Turchin,p.(2003) historical dynamics: why states rise and falls,Princeton,NJ:Princeton university press. http://businesscasestudies.co.uk/siemens/meeting-global-and-local-needs/globalisation

Effective Management of Job in Post Merger and Acquisition Scenario

RAYAT LONDON COLLEGE SUBJECT:- RESEARCH METHODOLOGY COURSE:- MBA SEMESTER 1 LECTURER SUBMITTED BY SUBMISSION DATE DR. LANGESWARAN SUPRAMANIAN ARSHAD MUHAMMAD 14 DECEMBER 2007 â€Å"EFFECTIVE MANAGEMENT OF JOB REDUNDANCIES IN POST MERGER AND ACQUISITION SCENARIO (SERVICE SECTOR)† ASSIGNMENT TOPIC 1 TABLE OF CONTENTS 1. ABSTRACT 2. INTRODUCTION 3. MOTIVATION 4. RATIONALE 5. LITERATURE REVIEW 6. RESEARCH METHODOLOGY 7. FURTHER EVOLUTION 8. CONCLUSION 9. REFERENCES AND BIBLIOGRAPHIES Page NO 3 4 6 9 12 19 19 22 22 1. ABSTRACT This report introduces a practical model of training and development needs assessment to reduce redundancies stress on employees after merger and acquisition. The proposed model is competency-based, which allows for the incorporation to reduce redundancies in post merger situation. When redundancy is the only route available, employers invariably feel obliged to assist those affected with positive planning measures for what, at the time, can seem an uncertain future. However, this is not an easy task. Redundancy can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Everyone deals with redundancy in a different way. Being made redundant can provoke a range of emotions at different times, including shock, anger, loss, fear, denial or acceptance. Redundancy after M&A is a risk to all employees, and needs careful handling and counselling. Less recognised are the needs of those left behind. On the analogy of major disasters, they too demand meticulous attention to avoid deleterious effects both to themselves and to their organisations. The management of restructuring, redeployment or redundancy is important, not simply to be humanitarian, or for good public relations, but also because the effectiveness, vision and mission of the organisation that survives is at stake. Survival tips for both the individual and the organisation are indicated. 2. INTRODUCTION Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between conglomerates, the 1980s and 1990s has witnessed an increase in M&As between firms of different sizes and different industry types, Merger and acquisition would have corporate strategies directed at gaining competitive advantage and satisfying customers? eeds always have human resource implications, and tactics such as job redesign, multi-skilling, redeployment, training, paying for performance, layoffs and downsizing should be specifically directed at implementing the human resource strategies of organisations. Unfortunately, however, the strategic considerations which should accompany the use of these tactics are often absent. The primary purpose of merging and acquiring new firms is usually to improve overall performance by achieving synergy, or the more commonly described as the ? + 2 = 5? effect between two business units that will increase competitive advantage (Weber, 1996). Recent research indicates that these M&As have a negative impact on the economic performance of the new entity because of human resource implications mostly redundancies (Tetenbaum, 1999). Therefore, although M&As are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human resource planning. Redundancies after M&As can be a difficult ordeal, hitting hard both mentally and emotionally and unless professionally implemented, employers will invariably fall short of ? having done enough‘ to really help. Redundancy is probably the most evocative and fear inducing form of organisational change for many workers. Each year in the UK, there are over 200,000 notified redundancies. What is perhaps of more concern is that many organisation merger and acquisition change programmes have relied heavily on redundancy even though they have been articulated as downsizing or, more euphemistically as rightsizing or business process eengineering (Champy, 1995). 4 The essence of research is to explore how well human resources are being managed within organisations and better to understand the impacts of organisational change in different sectors and at levels in the organisational hierarchy after merger and acquisition. Have pre-existing human resources strategies to cope with redundanci es after M&As would reduce the stress on employee and also on organisation. Human resources strategies like open up consultative and participative organisationwide discussion to seek out possibilities that minimise redundancies, establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively, actively evaluate impact, exercise effective leadership from the top, ensuring that the pain is shared, provide a clear reconciliation of the market and financial situation, offer immediate counselling and assistance to all those identified for redundancy set up a mutual support network for those made redundant and continue to offer human resources help where required are the core tools which can organisations should implement after redundancies in merger and acquisition situation. Mergers are not without their downsides. They can consume an incredible amount of time and money, legal and tax complications, and problems with mixing corporate cultures and last but not least the redundancies. It has been estimated that fully 50 percent never achieve the initial financial and market goals projected. Decisions to merge assume that synergy will develop between two organisations that combine resources and talent and achieve economies of scale and integrated technologies. Whenever two separate organisations merge, they want synergy. Each side hopes to benefit from the merger and initially willingly attribute benefit to the other. However, synergy does not occur easily or without effort. A merger may change the name of the company and management, but the real benefits occur when people ascribe to merged goals and ideals. There were more than 36,700 transactions with a combined value of more than US$3. 49 trillion (Thomson Financial, 2001). The number of jobs that these mergers impacted on has not been estimated, but conservatively it must run into the hundreds of thousands. For instance, at least 130,000 finance jobs have 5 disappeared in western Europe alone as a result of mergers and acquisitions in the 1990s (International Labour Organization, 2001). 3. MOTIVATION Post-merger depression begins the day top executives declare that the merger, of which the most obvious is losing one‘s job. But redundancy after M&A can be an opportunity for positive change. Time could be spent on self discovery and re-focusing e. g. advancement new people and forming new working opportunities, meeting merger is done. Employees often expressive many fears they are confronted with following a relationships, learning new skills, getting over the pain caused by the merger, and setting new goals as well as creating an organisation that is better than the two original separate organisations. Building on valuable training, experience, skills, talents and past achievements. While accommodating new work / life balance considerations and identifying new and as yet unrealised opportunities that only a fresh start can afford. Explores redundancy after M&A as a significant and pervasive outcome of organisational change. The need to manage the redundancy transition has provoked the development of new HRM policies and practices. Highlights interventions such as redundancies are often used by companies with little rigorous evaluation of their utility or benefit, yet their continued proliferation would suggest that they appear to have assumed essential credibility and value. The pervasive and complex nature of current changes dictates not only the need for a better understanding of the practices that exist but also an exploration of how HRM theory of redundancies can contribute to and enhance that understanding. The complexity of the situation for the survivors of redundancy after M&As means that no simple formula exists. The variables at play are diverse. It is often difficult to provide cause and effect data, reflected in an overall lack of evaluation. It appears that there have been few reported successful attempts to implement intervention strategies which support and assist the framework of organisational change after 6 redundancies due to M&As and personal transition for both those leaving and the survivors of a redundancy experience. One prime example is BBC model to deal with redundancies, considering that everyone's future at the BBC was uncertain during the 2004, including members of the HR department. BBC worked to build in the flexibility to provide as many courses as were needed and to ensure that those you were going to made redundant had sufficient clarity about their own careers first, to help them to provide the objectivity that those they were working with would need. Suggestions for managing redundancies would be to encourages organisations to develop strategies which reduce, avoid or limit redundancy after M seeks to ensure that if redundancy occurs, it is handled in accordance with the law seeks to raise awareness of strategies which assist those affected to retain self-respect and enhance employability. Redundancy is one of the most traumatic events an employee may experience. Announcement of redundancies will invariably have an adverse impact on morale, motivation and productivity. The negative effects can be reduced by sensitive handling of redundant employees and those remaining. If possible, it is preferable for an organisation to establish a formal procedure on redundancy after merger. In many organisations a formal agreement may have been negotiated and agreed between management and trade union or employee representatives. Some organisations deal with redundancies by an informal arrangement with a practice which varies for each redundancy or they may only start to consider the appropriate procedure for the first time when a redundancy situation arises. At the very least in order to plan and implement a redundancy situation properly, the following stages will be followed in most redundancies: o Planning o Invitation of volunteers o Consultation, both collective and individual o Use of objective selection criteria 7 Compliance with all three stages of statutory dismissal procedures o Advance notice of individual consultation meeting o Permitting a colleague to be present at consultation meetings o Opportunity to appeal o Allowing seeking of suitable alternat ive employment o Statutory or other redundancy payment o Relocation expenses o Helping redundant employees obtain training or alternative work. Of course the exact procedure varies according to the timescale and size of the redundancy after M. Mergers and acquisitions (M) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organisations plays a key role for their success or failure. As ? merged‘ corporations integrate previously separate organisations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M in the first place. Organisations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles. Senior management who had been involved in M identified talent retention as their biggest challenge in leading a successful merger or acquisition, followed by making the deal generate long term value. Less skilled firms in the art of M also focused on talent management but failed to create the fundamental climate of ownership that recognised the value of staff. 8 Managing and developing talent will prove instrumental for organisations to retain their competitive position and deal with the twin challenges of leadership and growth. According to new research by Mercer Human Resource Consulting, France, the Netherlands, and the UK have the worst redundancy pay. Based on minimum statutory paid notice and severance pay for a white-collar employee aged 40, made redundant after 10 years on a salary of ? 20,000, the average redundancy pay across the EU was ? 11,163. But using the same comparison the redundancy pay would be just ? 5,000 in France and the Netherlands and ? 5,128 in the UK. In Spain and Italy the payment would be ? 25,464 and ? 18,276 respectively, and ? 15,000 for both Belgium and Austria. 4. RATIONALE The rationale for M activity is a key value-added role that the board can and should play. A value-based analysis can be strategic rationale of a deal, revealing its true underlying economics. For an acquisition to deliver improved financial performance, it must enhance the strategic position of the acquirer‘s businesses or the target‘s businesses. More precisely, it must improve either market economics or competitive position of the business units. No brainer deals that provide great returns by simply eliminating redundancies, achieving a lower cost of capital or lowering tax rates are virtually a thing of the past. So mergers and acquisitions must be justified through the strategic benefits that will be realised. Signs of human stress are present in all combinations, even the friendliest and bestmanaged ones. Manifestations of the merger syndrome appear in all varieties of corporate combination, be they mergers or acquisitions, friendly or hostile, domestic or international, involving companies of similar or different sizes and so on. Personal involvement in organisational mergers and acquisitions has served to foster an awareness of the various symptoms of the ? merger syndrome?. Twelve such indicators are preoccupation; imagining the worst; stress reactions; crisis management; constricted communication; illusion of control; clash of cultures; we vs. 9 they; superior vs. inferior; attack and defend; win vs. lose; and decisions by coercion, horse trading and default. (Schweiger et al. 1987) cite job security as the most important factor for employees during a merger, followed by pay and benefits, work autonomy, and performance feedback. Research has also indicated that the organisational change process in mergers is usually tightly controlled by management and decisions on job losses are driven solely by the need to reduce numbers (Kanter, 1986). Thus employees are commonly concerned not only with job security but also with how selection decisions are made. Related to this, a number of researchers have shown that perceptions of procedural fairness are a key factor in determining staff attitudes to, and experience of, merger change. In particular, the perceived fairness of redundancy procedures is reported to impact significantly on the attitudes of the staff that remain in the organisation (Brockner and Greenberg, 1990; Schweiger et al. , 1987, 1994). A number of organisations using a compulsory approach to redundancy selection made the point that once change is known to be about to occur there is more to be gained in terms of gaining the commitment of key players than in leaving these employees ? in the dark?. One organisation held briefing sessions for all its senior managers before the advent of a redundancy programme in order to provide reassurance, and to talk through strategic plans after the redundancies, with all main board directors present to field questions. This was designed to be open in nature so that these managers could in turn return to their staff to counter any ? doom and gloom? suggestions. Managers such as these have been used as the ? ears? of the organization in order to feed back issues which arise during this period of uncertainty, so that a response can be made by the organization in order to minimize any adverse effects. In spite of these benefits, other organisations stated that they did not reveal plans to anyone outside a very select planning group, fearful that leakage of such information might have more significant negative effects. However, these particular organisations tended to be the ones who bypassed any prior, general notification about intended redundancies, thereby moving to ? phase two? , which is the actual notification of 10 those affected. The disadvantage of this closed and compulsory strategy is the type of situation referred to at the start of this article. Indeed, this particular organisation did not repeat its experience when it faced the need to undertake a further round of redundancies: this time it declared the need to make further workforce reductions, requested volunteers and stated that it would only declare compulsory redundancies if there were insufficient volunteers. Reactions related to disbelief, betrayal, loss of motivation, lower morale, mistrust, uncertainty, insecurity and lower commitment to the organization and so on are undoubtedly more pronounced where there is no announcement or indication before the actual notification of those to be made redundant. To summarised the rationales of this report would be, Job redundancies are common phenomena in post merger, lack of secondary data, there is no support, continuity or implementation of the programs like this in any organisation, Collecting information in real time from both participating and non-participating employee groups after redundancies is a challenging task, the mono-method bias is another limitation of this study and last but not least the time limit. 11 5. LITERATURE REVIEW Author Year Bob Moore 2002 Surviving Title Authors Evaluation Report Evaluation a to compulsory redundancy and Several factors contribute to A number of organisations Thriving During successful M. The first is using a Merger or instilling a positive mindset approach Acquisition among all employees – and this selection made the point can only start at the top. Senior that once change is known management alignment and to be about to occur there is partnership sets the tone, as more to be gained in terms employees managers look for to their of gaining the commitment and of key players than in direction assurance during this important leaving these employees ? n time. Getting people and the dark?. One organization processes to work together is held briefing sessions for all the only way to make the new its senior managers before company work. A successful the advent of a redundancy management evaluate team should programme in order to each company‘s provide reassurance, and to ?personal best practices? and talk through strategic plans incorporate them into the newly after the redundancies, with combined organization. all main board directors Although 75 percent of M present to field questions. don‘t reach their stated goals of greater financial results, there is a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. 12 Christiane Demers 1999 Merger acquisition and Communication‘s critical role in Poor communication and in the implementation of change is mergers often cited in the literature. intensifies acquisitions stress for announcements as corporate wedding narratives Communication is presented as organisational a tool for diffusing members top because of the uncertainty their future. The management intentions and for about preparing context of minds action to a new communication strategies Managers serve to reduce uncertainty, egitimate change to encourage in which both management employee commitment to and employees can voice their opinions, and concerns, provide imminent transformations. desires information. Adrian Furnham 2006 Deciding on One of the occasional tasks of a Senior management who promotions and manager is to de cide on who in had been involved in M redundancies their reporting staff to promote identified talent retention as as well as, where applicable, their biggest challenge in who to make redundant. In large leading a successful merger organisations guidelines factors there may be or acquisition, followed by concerning to take which making the deal generate into long term value. Less skilled some firms in the art of M also on talent both consideration. Further organisations keep records on focused performance designed to which reduce are management but failed to the create the fundamental subjectivity in these sorts of climate of ownership that decisions. Nevertheless this is recognised always because a of difficult the decision staff. and the value of many powerful consequences not only for the individual involved, but also his/her working colleagues and the organisation as a whole. 13 Stephen A. W 1994 Downsizing Improve Strategic Position to Planned large scale reductions A successful merger is all in head-count, or redundancies, about cost savings, right? ave become commonplace in Wrong. The most important many industries worldwide. In thing is making sure that the practice many downsizings fail valuable talent from both to achieve desired long-term companies doesn't simply results. Presents results of a march out the door. survey among large Canadian Ma nagers behind the most firms which suggests Examination management some successful mergers and reasons. strategic of acquisitions spend as much of time addressing â€Å"people† downsizing reveals weaknesses issues such as integrating of both planning and cultures, managing talent, knowledge and implementation. management of Effective sharing human retaining key people as they esources is a prerequisite but do on cost savings, merging failures often arise from processes, technologies and inattention to other important divisions. aspects of organizational change. Suggests that a wellthought-out strategy should be accompanied innovation, by process re- business engineering and organizational learning. Bob Moore 2004 Surviving and Several factors contribute to Suggestions for managing Thriving During successful M&As. The first is redundancies would be to a Merger or instilling a positive mindset encourages organisations to strategies avoid or which limit M&As that if is among all employees – and this develop can only start at the top. Senior reduce, management alignment Acquisition and redundancy after ensure artnership sets the tone, as seeks to employees look to their redundancy occurs, it 14 managers for direction and handled in accordance with law seeks of to raise assurance during this important the time. Getting people and awareness strategies processes to work together is which assist those affected the only way to make the new to retain self-respect and company work. A successful enhance management evaluate team each employability. should Redundancy is one of the company‘s most traumatic events an ?personal best practices? and employee may experience. incorporate them into the newly Announcement combined of organization. redundancies will invariably Although 75 percent of M&As have an adverse impact on don‘t reach their stated goals of morale, motivation and greater financial results, there is productivity. a formula designed to encourage success. Attention, time and financial resources must be applied to employees and their work processes, so the new company ends up with a motivated, ? can-do? workforce. Adrian Thornhill 1995 The positive For those organizations which Redundancies after M&A management of declare redundancy survivors: issues lessons redundancies without can be an opportunity for prior warning, the effect may positive change. Time could come as a shock to all be spent on self discovery re-focusing e. g. nd employees – those who are not and to be made redundant as well as advancement those who are to go. This has opportunities, particularly been the case in meeting new people and non-unionized organisations forming new working where there has not been the relationships, legal requirement to undertake learning new skills, getting prior consultation. One financial over the pain caused by the 15 services organisation stated that merger, and setting new this led to a period of shock for goals as well as creating an 24 hours during which work organisation that is better effectively ground to a halt. The than the two original management of the organization separate organisations. hen had to work quickly to overcome this effect, through company-wide communication and by demonstrating that those to be made redundant would indeed be fairly in treated. unionized prior However, even organisations, where consultation occurs, there may be the feeling that ? little attention has been given to the survivors of redundancy?. Beth Taylor 2002 The right way to There is a growing awareness Human resources strategies handle redundancies among business leaders that the like open up consultative way an organisation handles and participative redundancies sends out a very organisation-wide strong messag e about its discussion to seek out corporate ethics and values. possibilities that minimise redundancies, establish ound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation, communicate constantly and effectively. 16 Ridha Khayyat 1998 Al- Training and The more organizations seek This report excellence, employees‘ the training and and introduces a development needs assessment: more practical model of training development to needs reduce on a education becomes imminent. In assessment organisation redundancies practical model contemporary for institutes partner information stress dissemination by employees after merger and itself leads to little or no results. acquisition. The proposed It is the ability to that of the model is competency- organization knowledge disseminate based, which allows for the leads to incorporation to reduce employees‘ skills and abilities redundancies in post merger development. What matters is situation converting technology through people into better organisational performance. One thing which is true about the twenty-first century is that the development of human resources is no longer an option but a must. Joseph Cangemi 2004 P. Exit strategies Job losses that are the result of A number of organisations mergers, sale of a company, using restructuring, and downsizing as approach organizations profitability in struggle a a to compulsory redundancy or selection made the point highly that once change is known competitive corporate world are to be about to occur there is common. The reduction process more to be gained in terms forces organisations to employ a of gaining the commitment variety of exit strategies as they of deal with the most key players than in difficult leaving these employees ? in aspect of downsizing – the the dark?. reduction of personnel from their organisation as a means of rapid reduction of expense to 17 the company. Considers some employee-sensitive strategies exit Bryn Jones, 2001 How Redundancies Worsen Inequality Collective redundancy (CR) is The complexity of the erhaps the most central but situation for the survivors of acknowledged employment factor redundancy in means formula that after no M&As simple The are Social least shaping contemporary Britain. exists. at play The ease with which employers variables can execute CR allows not only diverse. It is often difficult to fairly rapid and to and also of far-reaching provide cause and effect business data, reflected in an overall working lack of evaluation. It changes organisational practices, restoration but prompt appears that there have few reported to companies‘ been financial deficits, as well as succes sful changes in the skill and implement of strategies attempts intervention which support demographic workforces. profiles nd assist the framework of organisational change after redundancies due to M&As and personal transition for both those leaving and the survivors of a redundancy experience. 18 6. RESEARCH METHODOLOGY The primary data would be collected through, principally involving in-depth questioners and interviews with senior human resource practitioners and staff those who made redundant after M&As in the organisations. Before interviews occurred, these practitioners were supplied with a list of the questions. The ranged from the reasons for redundancies after M&As through to the impact of redundancies on organisational survivors, and organisational learning points for the future management of redundancies. A comprehensive assessment after redundancies can reveal how a company has emerged from the combination and how ready it is to achieve future goals. Secondary data would be collected by using publicly available information, public domino, Newspapers, Articles on Redundancies after M&A and International Journals on this topic. 7. FURTHER EVOLUTION The need to reduce costs is an opportunity critically to review current ways of doing things, to make major improvements using new technology or better methods and build strengths for the future. Reasons for the design of existing work flows are often buried in history and reflect yesterday? s crises. Many organisations have found that simply the exercise of mapping their major business processes can suggest dramatic improvements. Redundancies, duplications, inefficiencies and ? disconnects? are common in most processes or systems which have been in operation for a while. Massive reductions after M&As radically change managerial and workforce attitudes. Individuals no longer trust organisational commitment to long-term employment and morale has suffered in many cases. Corporate psyches have been forced to confront the possibility that growth may not return, and decline may be inevitable. Dealing with these issues effectively is the difference between a company that will continue to suffer the redundancy hangover long after the event and one that can 19 move on swiftly. Companies that manage the process of redundancies after M&As well in terms of being fair and transparent and in terms of giving a level of support to the employees when they‘re leaving, create an environment in which the people who are left behind say: ? Well, at least they treated them fairly, and it had to happen for a business reason – at least they looked after them and didn‘t just shove them out the door. The high level of consultation required makes good management sense. ?Two things: once the decision has been taken, how an employer conducts himself after that is going to be critical. It‘s about being responsive to employees — giving them an opportunity to have discussions; making sure information is available to them. All of that will be seen by employees who remain behind as well. Secondly, the communication process for those who remain is important, making sure they‘re not ignored or sidelined just because they‘re not part of the programme. They may well feel left out. To this end the following are some of the approaches that may assist: ? Have pre-existing human resources strategies to cope with such a situation. These should be open and transparent, subject to widespread consultation, and equitable. ? An organisation needs to provide a career management structure which enhances self-directed skill development. The opportunity to learn the transition skills necessary to career change are thereby created. ? In facing an experience, an organisation has to consider the impact on the symbols it has previously used to motivate staff, particularly its sense of mission. ? The management of restructuring, redeployment or redundancy is important, not simply as a humanitarian gesture, or for the sake of good public relations, but also because the effectiveness of the organisation that survives is at stake. ? Open up consultative and participative organisation-wide discussion as soon as danger signs appear. Seek out possibilities that minimise redundancies after merger. 20 ? Establish sound two-way means of communication which permit employees to freely vent their feelings, with a guaranteed right of reply from the organisation. Communicate constantly and effectively, and actively evaluate impact. ? Exercise effective leadership from the top, ensuring that the pain is shared, such as through voluntary salary cuts and the non-awarding or take-up of bonuses. ? Provide a clear reconciliation of the market and financial situation, options for amelioration, and the need for job cuts within this. ? Use clear and published criteria to determine the basis for redundancy, arrived at through consultation. ? Set up a mutual support network for those made redundant after M&As and continue to offer human resources help where required. Offer immediate counselling and assistance to all those identified for redundancy. Organisations should always attempt to avoid redundancies in post merger situation. Ways of doing this include: ? ? ? ? ? ? Natural wastage Recruitment freeze Stopping or reducing overtime Offer early retirement to volunteers (subject to age discrimination issues) Retraining or redeployment Offering existing employee‘s sabbaticals and secondments. 21 8. CONCLUSION Handling redundancies after M&As is a difficult task where decisions have to be made as to numbers, timing and criteria. The detail should be fully discussed with employee representatives, with the objective of getting agreement about the way matters should be handled. A successful merger is all about cost savings, right? Wrong. The most important thing is making sure that the valuable talent from both companies doesn't simply march out the door or made redundant. Managers behind the most successful mergers and acquisitions spend as much time addressing â€Å"people† issues such as integrating cultures, managing talent, sharing knowledge and retaining key people as they do on cost savings, merging processes, technologies and divisions. 9. REFERENCES AND BIBLIOGRAPHIES 1. 2. 3. Furnham, A. (2001), Management Competency Frameworks, CRF, London. Greenberg, J. (1996), The Quest for Justice on the Job, Sage, London. Sessa, V. , Taylor, J. (2000), Executive Selection: A Systematic Approach for Success, Jossey-Bass, New York, NY. 4. Lynch, J. G. , Lind, B. (2002), â€Å"Escaping merger and acquisition madness†, Strategy & Leadership, Vol. 30 No. 2, pp. 5-12. 5. Anderson, H. A. 1993), Successful Training Practice: A Manager‘s Guide to Personnel Development, Basil Blackwell, Oxford. 6. 7. 8. Hoke, W. (2002), â€Å"What's your exit strategy? â€Å", The edge, pp. 5-12. Business Week (2002), ? Exit strategies discussed?. Fowler, A ( 1993), Redundancy, Institute of Personnel Management, London. 22 9. Charlesworth, K (1996), Are Managers Under Stress? , Institute of Management, London. 10. Nathan, R. (2007), Colleagues turn counsellors in BBC's pioneering program Human Resource Management International Digest, Volume 15 Number 5 pp. 11-13. 11. 12. 13. Kanter, c (1986), Managing HRM risk in a merger, London. Business Week (1994), â€Å"The pain of downsizing†, Business Week. Doherty, N. Horsted, J. (1995), â€Å"Helping survivors to stay on board†, People Management, No. 12 January, pp. 26-31. 14. Institute of Personnel and Development (1996), The IPD Guide on Redundancy, IPD, London. 15. Schlesinger, L. (2002), UK offers worst redundancy pay in Europe, Financial Director. 16. Yehuda, B. (2000), ? Survivor syndrome? – a management myth? , Journal of Managerial Psychology Volume 15 Number 1 2000 pp. 29-45, Emerald. 17. Steven, H. (2000), Anatomy of a merger: behaviour of organizational factors and processes throughout the pre- during- post- stages, Management Decision, Volume 38 Number 10 2000 pp. 674-684, Emerald. 18. Noeleen, D. 2005), The role of outplacement in redundancy management, Volume 27 Number 4 1998 pp. 343-353, Emerald. 19. Shay, S. (2006), Downsizing and the impact of job counselling and retraining on effective employee responses, Career Development International, Volume 11 Number 2 2006 pp. 125-144, Emerald. 20. Stephen, A. (2001), Downsizing to Improve Strategic Position, Volume 32 Number 1 1994 pp. 4-11, Emerald. 23 21. Gerald, V. (2002), Counselling remaining employees in redundancy situations, Volume 7 Number 7 2002 pp. 430-437, Emerald. 22. Al-Khayyat, R. (1998), Training and development needs assessment: a practical model for partner institutes, Volume 22 Number 1 1998 pp. 18-27, Emerald. 24

Origins of Psychology Essay

This theory was developed by Sigmund Freud in the early 1900’s and paved the way for modern psychology in the early 1900’s. This theory deals with the deep, inner and mysterious core of the human psyche, in search of understanding the psychology of the human being. It is also closely connected with evolutionary perspectives on personality. Behaviorist : The primary focus of the behavioral perspective is on behavior and the influence of the external environment in shaping of the individual’s behavior. Teaching, therefore, refers to the environmental conditions that are arranged and presented to students. Some of the key behaviorist theorists in the field of psychology are viz. , John Watson, B. F. Skinner, and E. L. Thorndike. Teachers who draw from behaviorist theory tend towards active learning (or â€Å"learning by doing†). The teacher determines all of the skills needed to achieve the desired behavior and students learn them in a step-by-step manner. Humanist : The focus of the humanistic perspective is on the self, which translates into â€Å"YOU†, and â€Å"your† perception of â€Å"your† experiences. This veiw argues that you are free to choose your own behavior, rather than reacting to environmental stimuli and reinforcers. Issues dealing with self-esteem, self-fulfillment, and needs are paramount. The major focus is to facilitate personal development. Two major theorists associated with this view are Carl Rogers and Abraham Maslow. Cognitive : The school of psychology that examines internal mental processes, such as creativity, perception, thinking, problem solving, memory, and language. Cognitive psychologists are interested in how a person understands, diagnoses, and solves a problem, concerning themselves with the mental processes that mediate between stimulus and response (Garvey,1999) Neuro-scientific / Bio-psychological : The neuro-scientific framework seeks to relate behavior and mind to the brain. The important overall point of a neuro-scientific perspective is that analyses of normal or abnormal function need to be informed by an understanding of the brain structures and processes that implement the function. Psychiatrists need to monitor emerging work that highlights the need for both a neuro-scientific and medical perspective in the management of complex disorders. Evolutionary : Evolutionary psychology is the science that seeks to explain through universal mechanisms of behavior why humans act the way they do. Evolutionary psychology seeks to reconstruct problems that our ancestors faced in their primitive environments, and the problem-solving mechanisms they created to meet those particular challenges. From these reconstructed problem-solving adaptations, the science then attempts to establish the common roots of our ancestral behavior, and how those common behavioral roots are manifested today in the widely scattered cultures of the planet. The goal is to understand human behavior that is universally aimed at the passing of one’s genes into the next generation. Socio-cultural : The social-cultural perspective concentrates on the culture of a group of individuals or society as a whole rather than the individual. To understand why people tend to show certain behavior traits, mental health clinicians look at what affects the community as a group of individuals might have on their own thought processes. Some of the questions pondered are if a person behaves a certain way to be accepted or commits an act because it is accepted amongst their society.

Theories and Administrative Thought on Modern Day Police Departments

Various sociological theories and administrative thought shows that modern police department is a combination of a hierarchical and quasi-military bureaucracy. In accordance to the fundamental rationality of Weber's theory of bureaucracy, the modern police department is wrought with red tape and other unfortunate side-effects of bureaucratic organizations. On the other hand, as Weber suggested, many large-scale organizations, especially those linked to the government, must be bureaucratic if they are to be most effectively and rationally run. The modern police department, although it has adopted theories of modern sociologists and administrative thinkers, continues to resemble traditional hierarchical and bureaucratic systems. The modern police department resembles least Fayol's theories of management, in which red tape detracts from effectiveness and in which horizontal communication is widely practiced. At the same time, many police departments use Fayol's theories of horizontal communication when seeking accountability and attempting to eliminate corruption within the force. Also in accordance with the theories of Luther Gulick, the theories of Fayol show how within large organizations like police departments, specialization of tasks can lead to effectiveness. Therefore, the modern police department in many ways reflects old-school sociology and administrative theories in that at each rung of the hierarchy, an individual is assigned highly specific tasks and reports to specific individuals in positions of immediate authority. The hierarchy entails that individuals usually report to the person who is ranked immediately above them, similar to a military bureaucracy. The titles and ranks underscore the connections between the modern police department and military organizations. At the same time, police departments are trying to incorporate the more open systems of modern theorists. Based on effective business models, some administrative thought discounts the relevance of bureaucracy and hierarchy in favor of a more democratic operation. Police departments have yet to incorporate such democratic principles within their ranks but at the same time must allow for the inclusion of minorities and minority opinions on the force.

Debate About K to 12 Essay

Debate About K – 12 JOEL: Good morning/Good afternoon as the case maybe! The Department of Education is currently facing the issue about —DepEd Order No. 32, series of 2012 (otherwise known as the implementing rules and regulations of Republic Act No. 10157 or the Kindergarten Education Act); and DepEd Order No. 31, series of 2012 (policy guidelines on the implementation of Grades 1 to 10 of the K to 12 Basic Education Curriculum). These curricula are bombarded with a lot of doubt and questions, not being part of the Department concerned with the implementation of these programs. The Department of Education’s planned shift to K+12 seeks to enhance the current curriculum and allow high school graduates to specialize and be equipped with skills to enter industry, a vocation or engage in entrepreneurial activity. Though reforms have been discussed since the Unesco Mission survey in 1949, it is only now that definite action on K+12 is being taken to move our education system up to international standards. But this does not end here. The move to K+12 is a gradual process that will need the time and commitment of all stakeholders, especially parents and teachers, because this kind of reform is not focused on one area alone but involves cohesive action from all sectors to address the needs of their communities. According to some studies and researchers, 10 years of studying is not enough for us to be that ready. That equipped to face all the challenges in life. We are living in this ever – changing world, the reason why we need to be always ready, to be always at our best to face those changes, for us to be fully armed in the time of battle – the battle of the brain, the real battle of life. But is there really a need to add 2 more years just to make us ready and that knowledgeable enough? Is an additional of 2 more years in education really satisfies the need of Filipino people? We are aware that many Filipino suffered and still suffering from hunger, malnutrition, maltreatment, unemployment and many more. Many are suffering from being uneducated and maybe it is true K – 12 is a great help. But the question is can we afford it? There are many out – of – school youth today because of poverty. Because their parents had no means of living, those who are called  as â€Å"isang kahig, isang tuka†. The money they have is just enough for the food and it is too tough for them to go to school and spend their 10 years of life in studying. Because for them what matter most is that they have food to eat. So they choose to work rather than studying. In fact 10 years of studying is really spending a lot of money and another 2 years, more money again. Also, students find it boring and feel like studying is a never ending journey. Additional years in education system will really require more budgets not just from the government but from the parents as well. Aside from that, students will need additional classrooms, school supplies, program and more qualified teachers as well. CHAWEE: We’ve heard the argument on the effectiveness of K+12 if the students don’t even have tables to work on, or can’t even get to school because of poor infrastructure. These are programs that the private sector, through civil society, is actively working on with the help of the government. Local government units have a large role in making sure that the educational needs of their communities are met. The Synergia Foundation has been effective in working with LGUs to improve their communities. ESPLENIA: Are we ready for E-Learning? Maybe yes, or maybe no, but if we don’t prepare for it now we will never be. The technology and the infrastructure have been introduced to the public schools through Gilas, a public-private sector initiative that has been at the forefront of providing computers and Internet connectivity to public schools nationwide. Through Gilas many teachers and students have been trained on the use of technology for learning. An eLearning program called Genyo has proven an effective tool for public school teachers and students. The software is currently being used in private schools and has been donated to public schools through Gilas and the initiative of private foundations. Manuel â€Å"Boy† Mejorada says: November 12, 2010 at 9:57 am JOEL: I must add that the K-12 revised curriculum isn’t the cure-all solution for our educational woes. Huge investments need to be made on strengthening the education infrastructure — classrooms, textbooks, learning aids, teacher  training — at all levels. Adding the two years will not repair the defect if the foundations of a child’s education are weak in the first place. The problem about the present curriculum in squeezing 12 years of basic education into just 10 is that students are overloaded with subjects. Without even having to go inside a classroom, the ordinary observer can already see this from the oversized bags that students have to lug everyday, filled with books and other learning materials One consequence is that the ordinary school day leaves our kids exhausted, with little time for play and socializing at school. This leads to the exclusion of learning social skills which is an essential part of growing up. The main objection of parents against the K-12 is more economic than anything else. Parents fear the extra years will result in more expenses to be shouldered. They miss the point about the proposed curriculum leading to improved learning for their children. Dean Jorge Bocobo says: ESPLENIA: I also realized that indeed â€Å"TEACHING IS NOT FILLING UP THE PAIL, IT IS ABOUT LIGHTING THE FIRE.† Blatantly true indeed—we should not see out students to be blank sheets, who are incapable of thinking for themselves. My teaching career was and is a continuing humbling experience. Our students are geniuses in their own rights, and as educators we should be able to tap on these hidden gifts of theirs. Which brings me to the point of my discussion, will this philosophy that teaching is not merely filling up the pail, rather it is lighting up the fire be heightened or diminished by what is now called the K to 12 program of the Philippine Educational System? CHAWEE: Another point to consider is that children of this generation, this NEW generation, more specifically, get easily bored. They have shorter attention span and will most likely display their boredom and discontent more obviously. So will they be able to bear and cope with the additional years in school? I am also concerned on the preparedness in general with regards to the implementation of this program. Although the program was based on foreign research and was seen to be successful in different  countries, but are we certain that this curriculum will be adaptable to the Filipino learners, and are the teachers ready to adapt yet again another curriculum—believing that this could be the solution to our deteriorating educational system. JOEL: believing that this could be the solution to our deteriorating educational system. Are the teachers well-informed about the program? Do they have enough training, seminar-workshops and the likes? Have there been researches on the effects of the K-12 program in the Philippine classroom setting? Many critics are still bothered that K-12 might be more disastrous than helpful if the transition is not velvety. As sighted by one of the professors from the University of the Philippines-Diliman, integrating K-12 to the educational system is like overhauling the whole system and it obviously require generous time to bring about. Ironically, DepEd keeps reassuring that the time is ample and they will do it gradually. Then if it is true, why was it that most if not all of the kindergarten teachers who underwent the 2-day training for the new kindergarten curriculum have lots of uncertainties in understanding it? In essence, the teachers are the ones who will transmit the program to the students but if they are less capable and less qualified then it may turn ineffectual and waste of time. CHAWEE: Amor Cielo says: My take on the K+12, although the purpose or the intention of the proponents of this additional school year in the Philippine educational system is perfectly everyone parents dream for their kids – to give them the quality of education at par with the global standards, I feel that it is not ideal in our current educational set-up. I deem that before we must be able to successfully attain the global standards that we are aiming for, the government should first look at the current logistics involving the educational system. The following should be first address which has long been a problem ever since. Two of my maids from Mindoro experienced the following: * Classroom shortage – my maid can attest that in Mindoro there are classes held under the tree. * Book Shortage – in their school those who are in lower section has a ratio of 1:7 usage. *  PC usage – only those in the first section has a chance to use the computers. * Teachers’ low salary –Teaching is regarded as a noble profession; they should given proper respect and just compensation / benefits due to them. * Teacher to student ratio – 45 to 50 students or more in one classroom. * Lack of basic facilities needed to provide good learning environment – clean comfort rooms, laboratories, libraries, gymnasium, drinking fountain for potable water, clinic). JOEL: another important thing to consider is that: * Parents have to shell out more money (for transportation and food) for the education of their children. * The government does not have the money to pay for two more years of free education, since it does not even have the money too fully support today’s ten years. DepEd must first solve the lack of classrooms, furniture and equipment, qualified teachers, and error-free textbooks. * We can do in ten years what everyone else in the world takes 12 years to do. Why do we have to follow what the rest of the world is doing? Filipinos right now are accepted in prestigious graduate schools in the world, even with only ten years of basic education. * As far as the curriculum is concerned, DepEd should fix the current subjects instead of adding new ones. The problem is the content, not the length, of basic education. As an editorial put it, we need to have better education, not more education. * A high school diploma will not get anybody anywhere, because business firms will not hire fresh high school graduates. * While students are stuck in Grades 11 and 12, colleges and universities will have no freshmen for two years. This will spell financial disaster for many private Higher Education Institutions (HEIs). * The drop-out rate will increase because of the two extra years. More fundamentally adding two more school years would only exacerbate the situation. * While public education is free, a political youth group estimates that a student would still need an average of P20,000 per school year to cover transportation, food, school supplies and other schooling expenses. * Also, based on the latest Family Income and Expenditure Survey, families prioritize spending for food and other basic needs over their children’s school needs. Two more years for basic education would inevitably translate to higher dropout rate. * Former Education secretary Mona Valisno stated in a separated study  that DepEd needs at least P100 billion to fully address the shortage of 93,599 classrooms and 134,400 seats and P63 million for textbooks and scholarships ESPLENIA: Objectively, the program is good. But the important thing is what does the public say. Hindrances and opposing minds are there. additional years means additional expenses Thus, an extra effort of explaining is needed as our DepEd secretary brother Luistro Armin explained, let us not look at it as expenses but rather more of an investment. traditionally poor families have their children worked right after high school.On the brighter side, k-12 envisions that graduates of senior high school are equipped with skills to get better job opportunities even if they would not pursue college which means a better income for the family.K-12 is not a perfect program though through years of implementation DepEd were open for criticisms and suggestions. Since, one of its biggest problems is the resources. Lack of classrooms, teachers, textbooks and other materials yet budget in education increases still it is not enough but, arising the spirit of unity. This is not just Deped program or b rother Luistro’s but instead it is a Filipino program for the Filipinos. Positively, if the people see that it is viable, help from LGUs and private sectors will pour in. JOEL: History speaks itself that we had gone through BRIDGE, BEC, SEC and many changes in our curriculum. Hope this would be the last; we are unique and adaptable to any kind environment. We Filipinos are survivors. As they say, â€Å"bahala na†¦Ã¢â‚¬  let’s just cross the bridge when we get there. Prepared by: Joel A. Raz In conclusion, let me say that the K to 12 program does not only affect DepEd teachers and personnel—it affects EVERYBODY. But as we all know, we are â€Å"prisoners† and we cannot question the authorities; we have become victims of the circumstances. However, I realized that regardless of whatever program is being implemented by the government, or DepEd, or CHED for that matter, what matters is the dedication of the teachers. How are we willing to go farther and further and give it all we’ve got, even if there’s nothing  left of us to give? It is not a question of how good is the program; it is a question of how are the teachers willing to answer the call of fidelity to the noblest profession.

The buyer must give the seller sufficient notice of the vessel name, Essay

The buyer must give the seller sufficient notice of the vessel name, loading point and, where necessary, the selected deliver - Essay Example Both parties privy to the contracts have their rights and responsibilities. The rights of one party are usually the responsibilities of the other, just like in many other contracts. In FOB contracts, the seller fulfills his obligations with regards to delivery once those goods pass the ship’s rails.3 The most common terms of FOB contracts are Incoterms that were generated and published by the International Chamber of Commerce. They are however subject to be affected by the local laws of the countries from where the buyers and seller are transacting from.4 Despite these most of the obligations of the buyers and sellers remain intact. This paper will explore the buyer’s obligations under an FOB contract to nominate the vessel. The Buyer’s Obligations under an FOB Contract Under the FOB contracts, the main obligation of the buyer is to provide the seller with sufficient notice of the vessel name, loading point, and where necessary, the selected delivery time within the agreed period.5 This obligation has of late been reviewed because of changing circumstances as shall be pointed out later in the paper. Apart from this obligation, the buyer has a series of other obligations that are similar to those in other buyer-seller contracts. First, the buyer has the obligation of paying the price for the goods as provided in the contract.6 This does not even have to be stipulated since it is presumed that both parties know their duties. The seller has the duty of providing the goods and receiving the payments while it is the buyer’s duty to receive the goods and make payments for the same. According to Incoterms, the buyer also is under an obligation, at his own risk and expense, to obtain any official authorization, including a license to import, and where necessary, the permission for the goods to transit through other countries.7 This is because it is the duty of the buyer to transport the goods having been loaded to the vessel that was specifi ed and at the specified loading point. The buyer is obligated to contract, at his own expense, for the freight services to be provided if he does not have his own. Just like in any other contract of sale, the buyer is under an obligation to take the delivery of goods usually at the named loading point and vessel at a specific date or period, where applicable. Since the seller’s obligations cease once the goods pass the ship’s rails on the loading point, the buyer is obligated to bear all the risks of loss or damage to the goods. The buyer should also accept and give proof of delivery of the goods as directed in the notice that he furnished the seller with.8 The other obligation is that of inspecting the goods as to whether they are in sellable condition. It is the buyer’s duty to pay for the cost of pre-shipment inspection expenses.9 The exceptions here are when it was otherwise agreed between the two parties or where the authorities of the country of export exp licitly direct the seller to incur the expenses for pre-shipment inspection. Lastly, the buyer is under an obligation to reimburse the seller all the expenses incurred in his bid to render his assistance to the buyer. This obligation is carried out more as an issue of

A DOLL'S HOUSE BY Henrik Ibsen Essay Example | Topics and Well Written Essays - 750 words

A DOLL'S HOUSE BY Henrik Ibsen - Essay Example You were a successful professional and a decent family man. You were a Man, who observed all the social rules and satisfied all the social expectations. But that was all. That evening I realized that you had no inner life, no identity other than your social one. Social rules and others’ opinion meant for you more than people around you. You thought of yourself through the eyes of others and you treated people according to their social roles. Those, who dared to break the rules you minded, who were inappropriate to the position you occupied, were to be isolated as immoral and dangerous. Your conventionality spread over your entire life, and even your attitudes to me. It was so pleasant (and so respectable) to have a young and beautiful wife, who was a triumph at all the parties, contributing to your firm position, and who entirely belonged to you! It aroused your desire, a desire of a lucky hunter. No, you did not love me. I was your trophy, your male toy. I existed merely to p erform tricks for you, Torvald. Do you remember what I told you that evening? Our marriage was a long-lasting performance; our home was a doll’s house. I was your doll-wife, and our children were my dolls. I thought it great fun when you played with me, just as they thought it great fun when I played with them. As you put it: The unutterable ugliness of it all! For shame! For shame! To feel a man you needed to hold me tight. My ‘womanly helplessness’, as you called it, gave me a double attractiveness in your eyes. I played the game you offered me. I had been taught this game since my childhood. And I liked it. It provided me with a well-known comfort. I knew, how painful and humiliating it would be for you, with your ‘manly independence’, to know that you owed me anything, that I was not that weak and brittle you wanted me to see! I realized that such knowledge would upset our mutual relations altogether and put the