Nursing Schizophernia in the UK Assignment Example | Topics and Well Written Essays - 4250 words

Nursing Schizophernia in the UK - Assignment Example The key concept related to the two main parts of nursing I. e. Health promotion and disease prevention are individual care, promoting independence, self dependent and lifespan approach. The main questions related to nursing are how one individual does work; how to protect the health of the patients. Kulbok et.al. (2012) in their article mentioned the unique knowledge that a nurse needed to perform the work in the public health sector, community and also the importance of a good partnership the needed to effect care and treatment. Their article enlightened the historical perspective of both public health and community care from â€Å"sanitation and an infection control perspective toward challenging resources for the poor and underserved and now to its continued emphasis on participatory partnerships for effective intervention.†( Kulbok et.al, 2012). According to Burggarf (2012) transition in a core concept always play a major role and nurses are the integral part of it. Accord ing to him it is a passage between two relatively stable period of time with older patients diagnosed with dementia. Nurses play an important role in this phase to keep them mentally fit and healthy. In his article he also discussed about a patient navigation model for chronic disease which encapsulated into transformation for the health conceptual framework. This model was designed keeping in mind the behavioral changes and the concept of this model was based on the direct relationship between a patient and nurse. According to hi patient navigation , which was originally conceptualized on oncology , played a great role in the wider health care field including treatment of severe chronic diseases. (Burggarf, 2012) 2. Case study : Role of Nursing in Treatment of... Following is a summery of a case study   which is a clear indication about the fact that nurses are an integral part of the curative process for any person who is suffering from a chronic disease. Terry is a 26-year-old single female. She was a high school graduate and completed 1 year of college. She was born and bought up upper-middle-class family where academic and career success were extremely important as was their conservative Christian faith.   Terry was a good   hard working and self critical. After graduation,   Terry went out of state to college. In the first year of college, she received passing grades   but began to experience auditory hallucinations and delusions. She started to act in bizarrely and withdrew from people. At 18, she was hospitalized   1 month and dropped out of college. In the last   7 years was   hospitalized 12 tunes. There was no history of psychiatric illness in the family. Terry was discharged from a psychiatric hospital after 2 month s of inpatient treatment. Her diagnosis was schizophrenia, undifferentiated type, chronic. Her GAF at discharge was 30. She lived with her parents and was on SSI. Terry was referred by her nurse for ongoing psychotherapy as part of her discharge plan to help her adapt to the demands of community living and manage her illness. During her illness she was facing   auditory persecutory hallucinations and delusions as well as frequent cognitions such as "I'm no good,"I can't do anything." Behaviourally she was inactive, unable to work or live independently.

Analysis of Indias Cosmetic Industry

Analysis of Indias Cosmetic Industry Cosmetics or Makeup are substances to enhance the beauty of the human body, apart from simple cleaning. Their use is widespread, especially among women in Western countries. Cosmetics, general term applied to all preparations used externally to condition and beautify the body, by cleaning, coloring, softening, or protecting the skin, hair, nails, lips, or eyes. Perfumery is usually excluded from the field of cosmetics. Although perfumes are commonly manufactured in coordination with cosmetics. The use of cosmetics is worldwide and dates from the remotest antiquity. Although it is generally believed that cosmetics as they are now known originated in the Far East, the study of simple cultures indicates that forms of cosmetic beautification have been practiced in every part of the world. The war paint of the Native American, the tattooing and scarification practiced by many peoples (the Maori of New Zealand and numerous African cultures), and the use of woad (a blue dye used by ancient Britons to paint their bodies) are all forms of cosmetic adornment. A large variety of cosmetics are generally available today. Cold cream is an emulsion of various oils and waxes and water; it is employed to cleanse and soften the skin. Face powder and dusting powder are based on talcum (powdered magnesium silicate) and zinc oxide and are used to dry and give a satiny texture to the skin. Lipsticks, either applied directly or brushed on the lips, are made of cocoa butter or lanolin and are manufactured in an endless variety of shades, as are rouges, mixtures of red pigments and starch or finely powdered clay. Bath salts and other bath preparations combine water-softening agents such as sodium carbonate or borax with perfume; bath oils are also a popular skin-softening and perfuming aid. Nail polishes are lacquers or plastics available in many colors. Hair lotions and hair sprays are used to condition the hair, keep it in place, or make it glossy. Shampoos are based on soap or synth etic detergents. Hair-coloring dyes, tints, and rinses, available in many shades and colors, are widely used cosmetic products. Henna is a vegetable dye, used for centuries to impart a red tint to the hair. Weak solutions of hydrogen peroxide are often employed as hair bleaches. For coloring the eyebrows and eyelashes, mascara is generally used. This is a compound of gum and black, green, or blue pigment. Sulfides of calcium and barium have the property of removing hair from the skin and are generally the active agents in cosmetic depilatories. Bronzes are creams that impart a color to the skin similar to that of suntan. Whereas perfumes are not classified as cosmetics, deodorants are. Deodorants may contain an astringent such as aluminum sulfate, which closes the openings of the sweat glands. An antibacterial ingredient, hexachlorophene, was banned from deodorants in 1972. Cosmetics and perfumery are by no means confined to use by women. Grooming aids frequently used by men include powders, colognes, and lotions, particularly alcohol-based after-shave lotions; bay rum, a mixture of alcohol, oil of bay, and oil of orange, originally made with rum; hair tonics, often with an alcohol or quinine base; and deodorants. Annual retail sales of men and women toiletries in the U.S. today make cosmetic manufacturing a multibillion-dollar industry. Cosmetics are designed for cleansing, beautifying, promoting attractiveness and altering appearance of skin. There are an ever-growing number of ingredients included in cosmetics that are purported to be beneficial for the skin, but often little information on these ingredients is available. COSMETICS INDUSTRY OVERVIEW The cosmetics industry is a $45-billion-a-year business with thousands of products embodied in 33 Food and Drug Administration (FDA) classifications (13,18). Cosmetics are defined by the Food, Drug and Cosmetic Act as articles intended to be applied to the human body for cleaning, beautifying, promoting attractiveness or altering the appearance without affecting the bodys structural function .The key words in this definition are intended and bodys structural function. Intended use of the cosmetic must be clearly labeled and if the safety of a cosmetic product is not adequately substantiated for that intended use, the product is considered misbranded and may be subject to regulatory action. The physiological, or functional, altering of the body differentiates drugs from cosmetics. The FDA regulates this difference by not requiring premarket approval of cosmetics. At the same time, however, the FDA does expect that the manufacturer of a cosmetic has conducted toxicological and other ap propriate tests to substantiate the safety of the product and can provide this data if challenged by the agency. While it has become fashionable for some manufacturers to apply the cruelty-free label to their products (indicating that animals were not used during safety testing), this claim can be misleading. In vitro tests and other nonanimal methods for safety evaluation have come a long way and are being used in industry as initial screening procedures. However, given a new cosmetic derivative or a cosmetic incorporating a drug component, a standardized in vivo test, such as the Draize Ocular Irritation Test, may be in order. This in vivo test is still considered valuable in predicting human eye irritants when the irritation is subtle or when the chronic recovery phase data may be equally as important as the initial acute exposure data. Industry, in cooperation with regulatory agencies, has established multiple refinements to obtain the required data while minimizing the potential for pain or distress. Evaluation of the agents pH and the use of the primary dermal irritation tests are routinely used to screen out agents likely to evoke a response beyond moderate irritation (17). Agents having passed the preliminary screening could conceivably go on to the classic test but with the follo wing refinements in place: use of three animals vs. the standard of six; use of smaller volumes of solution installed in the eye; use of one animal to evaluate an unknown and await a response before continuing or discontinuing with the remaining test animals; and use, when applicable, of anesthetics in the eye (10). In part, because of refinements to the Draize Ocular Irritation Test and use of available in vitro methods, the number of rabbits used in the cosmetic industry between 1980 and 1989 was reduced by 87 percent. COSMETICS MANUFACTURING In the fast-paced and ultracompetitive cosmetics industry, the right color, special effects and functionality can mean the difference between success and failure. Engelhard technologists and market specialists understand this dynamic and are dedicated to helping customers create new and innovative looks and textures for their products. For example, Engelhard effect-enhancing pigments enhance the appearance, performance and value of a wide variety of cosmetic products, including lipsticks, mascaras, nail polishes, eyeshadows and blushes. Specifically, these high-performance pigments impart a range of special effects from a soft satin luster to dramatic sparkle, and add subtle dimension and nuance to matte-type products. Our performance personal care materials impart a range of important benefits to cosmetics. These range from providing sun protection and anti-wrinkling power in skin products to providing antimicrobial protection in a wide range of cosmetics. Some product lines include Reflecksà ¢Ã¢â‚¬Å¾Ã‚ ¢ pigments and colors, which add brilliant star-like glittter and shimmer: Flamenco ® pearlescent and iridescent pigments, which provide a range of effects, textures and opalescent colors; Duocrome ® iridescent colors for dual-color effects; Cloisonne ® colors, which give lustrous and rich color effects; Pearl-Glo ® bismuth oxychloride pigments; and many others. Engelhard Actysseà ¢Ã¢â‚¬Å¾Ã‚ ¢ BG performance actives can impart a new breadth of benefits to cosmetics. And, our performance minerals also are used extensively in cosmetic manufacturing. Products such as Coslin ® specialty performance kaolins are used throughout the industry to enhance oil and moisture absorption, skin adhesion and compressability. Other performance minerals such as mica and treated mica provide other benefits to a wide range of formulations. With such a diverse and technically advanced product range, Engelhard is clearly well positioned to help customers stay ahead of the competition. Utilizing Engelhard technology, customers get products that feel better, look better and work better. And when customers want to create totally new and innovative products and bring them to market fast, Engelhard is the only partner they need. CURRENT PLAYERS IS INDIAN COSMETIC INDUSTRY Baby Products Listings Futura Poly Containers Manufacturers and exporters of baby care products like feeding bottles, nipples teats, sippers, training cups, non-spill cups, sports bottles, bottle brushes, infant toys, teethers and pacifiers. Johnson Johnson Ltd   Suppliers of baby care products such as hair oil, baby powder and also provides medicines for a range of conditions in the areas of gastroenterology, fungal infections, womens health, oncology, nephrology, mental health, neurology and pain relief. RPE Group Distributors of baby feeding teething products, baby feeding spoons forks, baby teething toys, shaving products, batteries, emergency lights and torches. Bonny Product Pvt. Ltd. Producing and supplying baby care products like baby feeding bottles, nipples, baby teats pacifier, infant non topple tumbler, brushes, bibbs and key rattle. Bonny Baby Care Pvt. Ltd. Supplying feeding bottles, nipples, nipple shield, pacifiers, soother, sipper and other baby products. Cosmetics Toiletries Listings Hygienic Research Institute Manufacturers and suppliers of skin care products, lotions, moisturizer, cosmetics, hair oils, hair dyes, shampoos, hair care soaps and depilatories. CavinKare Pvt. Ltd Exporters of cosmetic products, shampoos, creams, perfumes, hair oils and hair-dyes. Raheja International Exporters of beauty cream, face wash, shaving cream, toiletries, talcum powder, nail paint, analgesic, lotions, toothpaste, detergent powder cake, incense sticks and kitchen ware. Bagla Co. (Regd.) Suppliers of nail polish, kajal, eyeliner and nail polish remover. D. C. S. International Trading Company Dealing in supply and export of indian human hair including double single drawn, remy and non-remy for making wigs, hair pieces, toupees, dolls wigs, eye leashes and other human hair products. Shepherd India Eximp Pvt. Ltd. Engaged in the exporting of human hair and also provides hair replacement. Raj Impex (India) Exporters of raw human hair, processed human hair and bleached hair in different shades/colors. Indian Hair Industries (P) Ltd. Dealing in supply and export of beautiful healthy human hair all over the world. Kuria Mal Gopi Chand Exporters of natural henna powder and henna based hair dyes in various colors including black, brown, chestnut, burgundy, mahogany, blond, orange, red and purple. Cosmotech Industries Manufacturers and exporters of talcum powder, nail polishes, perfumes and incense sticks. Pretty Maam Herbal Cosmetics Manufacturers of skin care and hair care products such as tulsi, amla, henna shampoo, aroma hair oil and aroma bouquet fairness cream, etc. Clarion Cosmetics Pvt. Limited Manufacturers and exporters of talcum powder and other fashion beauty products. Vicco Laboratories Manufacturers of ayurvedic toothpaste, powder, skin care products, face wash, sugar free, etc. Chandrika Ayurvedic Soaps Manufacturer and exporter of ayurvedic soaps and shampoos. Lissome Cosmetics Pvt. Ltd. Manufacturer and supplier of cosmetic products including lip and nail colours, face make-up, etc. Cosmetic Product study Fair Lovely Fair Lovely, a skin whitening cream, marketed by Unilever in many countries in Asia and Africa, and, in particular, India. Fair Lovely is indeed doing well; it is a profitable and fast growing brand. First launched in India in 1975, Fair Lovely held a commanding 50-70% share of the skin whitening market in India in 2006, a market that is valued at over $200M and growing at 10-15% per annum (Marketing Practice, 2006). Fair Lovely was the second-fastest growing brand in HLLs portfolio of 63 brands, with a growth rate of 21.5% per year (HLL, 2002). Its two closest rival competitors, both produced by local Indian firms, CavinKares brand Fairever and Godrejs FairGlow, only have a combined market share of 16%. Claiming to possess a customer base of 27 million Indian customers who use its product regularly, Fair Lovely has successfully launched new product formulations from lotions to gels and soaps. Fair Lovely is marketed by Unilever in 40 countries in Asia, Africa and the Middle East, with India being the largest single market. Fair Lovely is certainly doing well financially. Created by HLLs research laboratories, Fair Lovely claims to offer dramatic whitening results in just six weeks. A package sold in Egypt displays one face six times, in an ever-whitening progression, and includes before and after photos of a woman who presumably used the product. On its website the company calls its product the miracle worker which is proven to deliver one to three shades of change (Leistokow, 2003). HLL claims that its special patented formulation safely and gently controls the dispersion of melanin in the skin without the use of harmful chemicals frequently found in other skin lightening products. (Higher concentrations of melanin lead to darker skin.) Emami Hairlife Instant Hair Pack Emami Limited, the Rs. 600 crore personal care and healthcare major,launched Emami HAIRLIFE Instant Hair Pack nationally. Emami Hairlife Instant Hair Pack is a premixed, crà ¨me herbal hair pack enhanced with vitamins and proteins to make hair beautiful and healthy from within. Emami has identified such a need and now makes it possible with the introduction of a breakthrough hair- care innovation Emami HAIRLIFE Instant Hair Pack, which makes hair shinier, easy to manage and look like a million bucks along with revitalising and making it strong from within and all of this in just 10 minutes. KERAHERB11à ¢Ã¢â‚¬Å¾Ã‚ ¢, an advanced herbal formula, ensures optimum action in just 10 minutes, which helps those women who are hard pressed for time and are constantly on the move, women who want to fashionably turn up at every occasion and are looking out for easy solutions to make life less-complicated. CAN INDIA BECOME MANUFACTURING HUB FOR COSMETICS? Pros Cons of current scenario With disposable incomes increasing in India, the country is poised to become a manufacturing hub for global cosmetics luxury brands over the next five years, a report to be released Monday by the Federation of Indian Chambers of Commerce and Industry (Ficci) and Yes Bank said. The report referred to the core strengths in Indias manufacturing sector, and said manufacturing of luxury items could become a $500-million industry in this period. This optimism stems from the fact that global brands like Louis Vuitton and Frette are already looking at India as a manufacturing base for their products, while others are sourcing their requirements from India, the report said. Moreover, the study said, cost advantages, particularly in labour-intensive sectors like leather and accessories would goad manufacturing of foreign brands in the country. The study suggested that in order to promote the luxury cosmetics market, three initiatives were required organizing the sector, promoting standardization and branding organization, and partnerships with international fashion and luxury associations. Corporatization of the luxury cosmetics sector will bring along with it concepts of organized and innovative marketing, leading to large investments, employments and generating additional revenue streams, the report said. Moreover, it said, the luxury sector needed to be treated in isolation with other retail sectors as the dynamics governing it were significantly different in nature. To reach its potential, the Indian retail sector required significant capital, technology and best practices. One of the key steps towards facilitating the development of the retail sector and in accelerating its growth would be to further ease foreign direct investment in the sector. The constant back and forth on policy decision on retail at the centre also acts as a dampener for luxury brands. The Indian tariff structure also needs to be streamlined. India has one of the highest duties and taxes on imported luxury goods, which drive the grey market and duty free purchases, while the stringent regulatory environment impedes investment by foreign brands. The study called for transparency at all levels for duties and taxes, and a thorough revision of rules and regulations. Luxury skincare, cosmetics, hair care, fragrances have emerged as thriving sectors and so remarkably proved that often European or US educated brand conscious Indian women. The customers first encounter at any departmental store like Shoppers Stop, Lifestyle, Essence or mall like Crossroads, Ansals, Metropolitan, often is with fragrances and cosmetic brands thus proving that it is these brands that invite customers to stores. CONCLUSION Global cosmetic industry, a Rs.30000 crore industry, borders are expanding everyday and potential is limitless. The end-user industry of cosmetics and toiletries is amongst the most dynamic industries in world, consistently showing growth rates more than the average GDP growth rate of Europe and displaying an excellent ability to quickly identify and exploit growth areas. As multinational manufacturers seek to generate growth beyond mature core markets, opportunities are opening up in regions around the world. It is a fast-changing industry, with new product launches, new packaging for old products and price pressures that create a tendency towards economy of scale. Where famous brands remain unchanged, presentation becomes even more crucial. Naturally, fashion and beauty fads play a part, hence the so-called essential and natural products. The latest skin creams, facial scrubs, lotions and moisturizers reflect a more fashionable minimalist look for make-up throughout much of the developed world. Changing social attitudes and generally higher disposable incomes also reflect more self-indulgence between both sexes in the use of up-market fragrances and toiletries. With many players in the beauty care industry coming up with innovative products aimed at penetrating into largely untapped markets, the future looks bright. The cosmetic industry worldwide continues to grow. Many companies in beauty care industry are coming up seeking opportunities arising out of the changing environment specifically- socio-cultural and demographic environment, bringing innovative products aimed at merging niche markets and venturing at largely untapped markets. If we look around we find that what existed 20 or 30 years ago has totally changes and the change is transparent Despite of every above fact, this industry faces many challenges-including social, demographic as well as cultural ones. No doubt the changing environment do give opportunities, we have to count deep insight into the sector As a part of change in socio- cultural environment, it includes changes in education, tastes and preferences, urbanization, women empowerment, attitude of people, increased media influence etc. Changes in demographic environment with worldwide population growth, geographical shifts in population, sex composition, household patterns are a must study areas which have potential that can be tapped for expansion and for search of better areas or untapped markets.

Ambiguities of Counter-Hegemonic Monologism in Margaret Atwood’s Surfacing :: Essays Papers

Ambiguities of Counter-Hegemonic Monologism in Margaret Atwood’s Surfacing In his book Ideologies of Epic, Colin Graham looks at the recognisable tendency of Victorian epic poetry to establish or attempt to establish a monologic discourse in relation to the concept of nation, national literature and empire. Epic as genre and the concept of nation, â€Å" . . . desiring to be ‘centripetal’, turning in upon themselves, denying the existence of the ‘other’† (Graham,1), is a phenomenon relevant to monologic discourse as it may be perceived not only in national epic but also in the novel and it’s concomitant ideologies. Graham points to the evolution in literary history, the move towards the adjectival use of the word ‘epic’, particularly with regard to the work of Wordsworth and George Eliot. He notes, â€Å" . . . [the feminising and privatising of ] the once-public, turning narratives of action into narratives of the drama of selfhood.† (Graham,4) In a post-colonial context and in the geographical context of Canada one can see in Surfacing how Atwood asserts a feminist counter hegemonic discourse with and within a discursive framing of Canadian national identity. Graham draws on the work of M.M.Bakhtin, the Russian critic. Michael Gardiner’s comments on Voloshinov are also seen by Graham as relevant to this discussion of monologism: The dominant class is motivated to ensure fixity of meaning and arrest the flux of the sign, insofar as the establishment of a monolithic or ‘official’ language facilitates the socio-political unification of society. (Gardiner, 16) So, monologism is synonymous with hegemony - be that sexual, social, imperial or any other ideological assertion of dominance and fixity. Thus, the status of the subaltern - where the subaltern has no ‘voice’ - leaves them, as Bakhtin says, as, â€Å" . . . another person [who remains] wholly and merely an object of consciousness, and not another consciousness.† (qtd.in Gardiner, 26) In Surfacing the subaltern role could be filled by both male and female. The narrating I holds the discourse firmly. She alone has her inner consciousness exposed and denies others their consciousness. Unlike, say, Toni Morrison in Jazz, where questions of gender and race are dealt with through a narrative consciousness that moves fluidly from one voice to another. As feminist epic, structurally and adjectivally, the foregrounding and dominance of the ‘I’ forms a moral-ideological hierarchy. Anna walks out of the bedroom, dressed in jeans and shirt again. She combs her hair in front of the mirror, light ends, dark roots, humming to herself.

Training Practices in Japan

Japan, the home country of tech giants Sony, Panasonic, and Sharp, has faced several talent recruitment challenges that have overturned the amounts reputation of excellence to a reputation that â€Å"Is no longer considered to be on the cutting edge of cool. † The appeal to work in Japan and for a Japanese firm isn't appealing for any longer for several reasons. For a country with companies that â€Å"were next to Western firms in popularity', Japan now has a smaller economy than China and has a less practical workforce compared to the skilled and specialized talent of the young in China, the West, and India.Beyond Japan's poor performing economy, Japan has also faced some political mishaps that also made the country less appealing for the monger talent. With Japan on the brink of a territorial war with China, recruitment by Japanese firms of young Chinese talent has â€Å"fallen by more than half this heavy. Another struggle that job seekers face is Japan's strict and stron g traditional sense and its stubbornness in letting go of traditional work ethic practices and Japan's â€Å"way of professional life. Japan's limited use of the English language has also scared many International talents from seeking employment In Japanese firms. American, Chinese and European new graduates don't want to Invest In the time or energy it would take to adjust their way of life to the Japanese way of life. The most important challenge to the shortage of young talent in Japan is, the belief that traditional Japanese companies don't give new talent much responsibility.Furthermore, the Japanese still feel that employees should start of small and â€Å"learn the ropes over time† whereas the Chinese and western firms hire new talent to utilize their abilities, strengths and specializations. Tankard points out however that there are some Japanese firms such as Reawaken and Deana â€Å"that are no longer following the rotational belief that new hires should be given a reprieve to prove themselves. † These firms also disagree with Japan's traditional â€Å"one-size-fits-all approach† which recently hasn't proved successful as exemplified by Sony lack of innovation and technological advancements.Firms like Reawaken and Deana, have been successful in outsourcing students from MIT and Indian universities and have already given them excellent quality production both successfully and satisfactorily. As many firms are slowly transitioning to this approach, several firms are also using mergers and acquisitions as a gateway to obtain high-quality talent. Taking explains how companies such as Reawaken and NET Data, who are expanding globally through acquisitions, have been successful because they have access to larger pools of talent. II.Analysis Introduction Over the past decade or so, Japan has seen a downward shift in economy, innovation, employment opportunities, and popularity. Even before the earthquake and tsunami that struck the Japa nese islands, several large Japanese corporations such as Sony, Sharp, and Panasonic that were known as industry leaders and were dollied by the rest of the world, experienced horrible financial performance strictly due to a change in talent management requirements and practices that had proven to be more successful than the Japanese professional traditions.It's important to ask; how do the Japanese do things differently? Japanese firms do a number of things extremely well. One is to train their people carefully, a strategy that many successful U. S. Firms also employ. Management attitudes toward quality also are quite different. The Japanese philosophy is that anything worth doing in the area of quality is worth overdoing. Workers are trained for all Jobs on the line, even though they eventually are assigned to a single workstation.This method of â€Å"training overkill† ensures that everyone can perform every Job perfectly and results in two important outcomes or if someone is moved to another Job, he or she can handle the work without any additional assistance and the workers realize that management puts an extremely high value on the need for quality. The Japanese do not accept the common U. S. Strategy of building a product with quality that's â€Å"good enough. † Although Japan seems to believe that it's traditions ND it's the professional way of life is the only and correct way of life, many Japanese natives including Mr..Highchair, the CEO of Reawaken, believe that this one-size-fits-all approach no longer works in emerging Japanese corporations. The training that Japanese firms used to give and that traditional firms still give using the â€Å"training overkill† method is insufficient compared to the education and training that Mr.. Highchair states makes Chinese talent more suitable. It is important to relate the findings by Taking to concepts that we have analyzed in section three of the course text and in specific, chapter ten which cuisses international training and management development.In the next section, I plan to discuss some training functions discussed in the text that Japan can adopt when dealing with outsourced new talent that has proven successful to the both the firm and the talents development. The text does serve a great role in pointing out five concepts that the Japanese can adopt to drive better usage of outsourced talent and it's global workforce. These concepts are: I. â€Å"think and act globally'; iii. â€Å"empower teams to create a global future†; lb. â€Å"make learning a core competence for the global organization†; . ND â€Å"both the global organization and its individual members must constantly reinvent themselves†. [Pages 255-256, International Human Resource Management, E (Global HARM)] I'. Think and Act Globally For Japanese firms to succeed in thinking and acting globally, global Japanese corporations must train talent to think of all markets in the w orld and strategies how to succeed in each individual market and not only the Japanese market. A decade ago, Japan did not have to think and act globally as Japan led markets and industries into thinking that their ways were the best ways.The Japanese were persuasive in their practices due to the success and strength of global Mines such as Sony and Panasonic who led the world at one in innovation, financial success, and employment satisfaction. Iii. Develop Global Leadership Skills Another practice Japanese firms need to succeed is they must also challenge talent with global learning ideas and a build it's forefronts to develop global leadership skills. Reawaken and Deana exemplify how through trust, all firms can build leadership in talents. In Japan the traditional way is to start of small and slow and build your way up.Unfortunately, this out dated practice is no longer suitable for today's working generation, which is always looking for advancement. Giving an talent the tools t hey need is usually enough to get the talent thinking on their own feet, accomplishing tasks with autonomy, and leading others successfully through cooperation, respect and integrity. lb. Empower Teams to Create a Global Future Japan must also empower teams to create a global future to be able to be successfully and competent in foreign and domestic markets.Japanese Mines can empower teams by creating expectations that require for talent to work on projects tit other international divisions. By allowing for talents across multi-regions the ability to perform organizational projects will allow for talents to build better problem-solving skills. As we learn through the course, different regions have different traditions, standards, regulations and ways of doing things. By allowing for cross-team cooperation, talents can find unique approaches and develop practices that can suit headquarters or several regions beyond those involved.With firms in Japan seeking mergers and acquisitions, empowering teams to cooperate globally should only become easier. V. Make Learning a Core Competence for the Global Organization firms strong focus on its goals and missions and task execution. Justine mentions that because of his firms focus, he believes that he will â€Å"emerge with a strong set of engineering skills† that he wouldn't gain elsewhere. With out much realization Deana has really become a core competent global organization that focuses on developing a learning atmosphere throughout all of the firm's doings.By doing so Japanese firms, like never before, can adopt an ability to learn and project outcomes much faster than competitors, which creates a sustainable advantage. ‘. Constant Re-invention of the Firm and the Talent â€Å"Training-overkill† and other traditional training practices followed by the Japanese are efficient for production, but not advantageous or beneficial for the development of the talent. Training-overkill and practices where J apanese talents are trained on every aspect of the position and how to resolve every problem can be detrimental for the growth of the talent.A talent needs to be able to confidently analyze, assess, and gather thoughts on the talents self-development in order to make the next move to advance his or her career. Reassessing also creates room for a talent to seek lateral promotion and assist in creation of strategies that allow for the talent to reach success. In today's highly competitive and everyday globally changing economy, it is important for training practices to encourage talents to strategies to avoid stagnation and lack of interest in their positions. IL. Conclusion The challenges that Japan currently faces are not challenges that are impossible to overcome. With the success of Japanese firms such as Deana, Reawaken, and NET Data, it's only a matter of time that these firms' successes are recognized. Their constant mission to veer away from the norms of the Japanese tradition that they know don't work and veer towards new strategies that develop the firm globally will be the testament to their success.With their continuous efforts to train talent to world standards and beyond, these firms can only perform as well as the talent they recruit. It's also important to realize that with Japanese firms moving toward outsourcing special talents, that innovative standards that were once prevalent in the nation, will soon return. Ill. Discussion Questions If the Japanese were to outsource, how can the â€Å"new' hiring strategies and raining models prepare the talent for today's challenges while keeping the Japanese way of doing things in tact.Mention three new attributes found in new hires from China, India and the Western hemisphere that can be merged with former Japanese practices and traditions. 2. As discussed in the analysis, the Japanese are known for â€Å"training-overkill†. Will the new strategies found in several Japanese firms, such as Reawake n create inefficiency? Will hiring talent based on specific skill-sets be challenging for Japanese who are acclimated to training for every position? How will this affect Japan's strict

Porfirio Diaz’s leadership tactics Essay

†¢ Diaz was able to manipulate other politicians as well as his surrounding leaders. He created great relationships with regional leaders, reminding them that the growth of Mexico’s economy would also create economic growth for them. [1] †¢ Diaz created peace among the Catholic Church supporters, and opponents. Diaz enforced new laws, reforming church privileges. [2] †¢ In order to boost the economy, Diaz looked to foreign investment. He gave tax breaks for international investors, used foreign capital to pay for infrastructure, and always encouraged trade with other countries (i.e Britain, United States, Germany, etc.). [3] †¢ To maintain political power and approval, Diaz regularly jailed those who spoke out against him or his policies, resulting in many editors and writers being imprisoned and opposing leaders â€Å"disappearing†. [4] Porfirio Diaz’s Presidential Terms †¢ Diaz served as president first in 1876, though the public realized his love of power, and elected a new president, Gonzalez, after Diaz’s first term. After a term of Gonzalez, Diaz then reclaimed presidency, and stayed in power from 1884 to 1910, a grand total of 30 years. [5] †¢ Diaz eventually lost power in 1911, after several public uproars and criticism’s about Diaz came forth, and the Maderistas took up arms against him. Soon, a revolution at the battle of Casas Grandes, took place, defeating Porfirio Diaz. [6] Juan Manuel de Rosas accomplishments †¢ Rosas walked into a politically unstable, Argentina. To fix this, Rosas believed in a greater amount of power for the governor. Through doing so, Rosas became a tyrant like leader, similar to Diaz. [7] †¢ During his reign, Rosas increased exported beef and hides, ended the ongoing civil wars, obtained much more land, and declined foreign debts. [8] Leadership Style of Rosas †¢ Rosas was extremely oppressive, not always being sympathetic or thoughtful, often showing no mercy to those whom he though betrayed him. [9] Analysis The Caudillos Juan Manuel de Rosas and Porfirio Diaz are two extremely powerful men in Latin American history, each changing different things about their country in different ways. However, one thing is consistent when analyzing both; they were masters of political power and maintained it better than most leaders. The rise and preservation of power does not come from simple charisma or character. Each leader devised strong strategies and processes, ensuring them the necessary support to rule a country for such an amount of time. After first being elected president in 1876, then losing his position to Gonzales, Diaz then reclaimed the presidency from 1184 to 1910, meaning he remained in power for a total of 30 years. [10] Diaz did this by manipulating others around him, including other authorities as well as the public. Those who did not agree with Diaz or spoke out were punished. Many were imprisoned or found disappearing[11]. Aside from the public, Diaz also took care of threatening opposing authorities by creating great relationships with regional leaders.[12] These relations, military power, and strive for strength created the everlasting regime of Porfirio Diaz. Like Diaz, Juan Manuel de Rosas grew to be extremely powerful during his country of Argentina’s, time of need. Again, being similar with Diaz, Rosas, while powerful, was also oppressive, as many Caudillos of the time soon became. Through a letter written by a citizen to Juan Manuel de Rosas, in which the man pleads for his daughter’s safety, Rosas is unmoved by the article and executes the daughter.[13] This is a prime example of the leader ship style of Rosa. Though, it does raise the question that if he was so oppressive and powerful, why was he in office for so long? When Rosas arrived in Argentina, political chaos was obvious. In order to ensure stability, Rosas implemented many changes in the government, including giving more power to the governor, which in turn, saved Rosas job for the future, allowing him to become a tyrant like leader.[14] Both of these Caudillos illustrate human’s crave for power, and the manipulation, deception, and devilish processes that can be used to maintain this power. We can see both of these men as great leaders, as they thoroughly accomplished what they decided was best. We can also see them as great lessons, teaching us of the dangers of leadership and the risks it often involves. Conclusion The view of past and present Caudillos will consistently change with the person the view is from. However, one thing is clear. Juan Manuel de Rosas and Porfirio Diaz were two Caudillos of political excellence, maintaining a long and influential regime. This was accomplished by both, through their personal triumphs over the previous government of their nation as well as a triumph over threatening authorities around and within the nation, such as Diaz regularly jailing those who spoke out against him or his policies. Rosas and Diaz both knew what they wanted and had valid processes in accomplishing this; though the moral values of their actions are up to discussion. This situation is common throughout history, including skilled leaders such as Hitler, Stalin, and Castro. Juan Manuel de Rosas and Porfirio Diaz display patterns of the past and expectations of the future.