Recruitment and selection Essay Example | Topics and Well Written Essays - 1500 words

Recruitment and selection - Essay Example The process of recruitment begins with job analysis which entails collecting information about the job through tools such as questionnaires and interviews to ensure the right employees are hired for right jobs (Mullins, 2010). The results of job analysis are then used to design a job description and person specification. The job description shows the activities, duties or tasks to be undertaken while the person specification shows the requirements of the job holder and is the basis for selection (Searle, 2003). The job at hand is that of a social worker in the healthcare sector. The job description entails: providing care and interventions to promote health, conducting patient education, making patient referrals, organising support groups and counselling family members and also collaborating with other professionals so as to evaluate the condition of patients. They are also entrusted with disease prevention and ensuring access to healthcare. The person is expected to collect and reco rd information in written and electronic form concerning patients, analyse information and interpret results and ensuring it complies with standards. The person to be recruited as social worker needs to have at least a bachelor’s degree in social sciences and possess the following skills: good negotiation skills, be an active listener, be good at written and oral communication, and good in making decisions and judgements and good time management skills. The person should have knowledge in psychology, proficiency in the English language, knowledge of the law and government regulations as well as agency rules, knowledge in therapy and counselling, and good interpersonal skills. The knowledge of clerical duties such as keeping records and designing forms is an added advantage. The person should also be of high integrity and have great concern for others. He/she should be able to exercise self-control, be cooperative and be able to work under stress. Section 2: How Employment Leg islation Affects Recruitment While recruiting potential candidates, it is important to take into consideration the employment laws in place to avoid unlawful discrimination. The current employment law under Equality Act 2010 enforced by Equal Employment Opportunity Commission prohibits discrimination on the basis of gender, sex, race, age, religion, disability, sexual orientation and nationality (EHRC, 2013). This is aimed at ensuring equal opportunity in employment for all. It is very essential for the healthcare organisation to follow these laws while designing application forms or advertising jobs to attract potential candidates to avoid litigations which may destroy the reputation of the company as well as cause additional costs such as intervention fee to the company (HSE, 2013). For example, while putting an advert for a social worker, an age limit should not be stipulated unless it is objectively justifiable. The Equality and Human Rights Commission added new provisions to th e Equality Act 2010 extending a ban on age discrimination to cover services, and this has implication for social care workers. They cannot differentiate in treatment of service users in different age groups unless it is objectively justified (EHRC, 2013). Organisations are liable to third party offenders; hence, they must make sure to recruit individuals who can obey the law. In most cases, social work is considered to be

Reading Journal Essay Example | Topics and Well Written Essays - 500 words

Reading Journal - Essay Example However, this only happens when the people involved can relate or interact in one way or another, subject to the language factor that brings them together. Without language, therefore, personal and social relations and interactions become crippled to some significant extent. The manner in which Hoffman captures these aspects is thrilling. Another interesting factor of language is the development of culture. Notably, Hoffman’s work demonstrates this by showing the relationship between her and Canada, and later the United States. On the same note, her family associates with Canadian culture through language and the sense of belonging that attaches this family to the new country of Canada (Hoffman 219). Every aspect of life exhibited by Hoffman and her family denote the presence and subsequent practice of language and culture. The theme of language and culture is further exhibited as the family gets used to thee Canadian life. This is a new country and a new environment for both Hoffman and the family. The language they knew is foreign in Canada. The culture they were used to is a new phenomenon that does not feature in Canada or the United States. Amid difficulties, Hoffman and her family find it easy to engage Canadian people in conversations due to their ability to overcome language and communication barriers. Persons who once encountered difficulties in language now encounter ease in expressing themselves. In order to fit into the Canadian system of social life, there was need for a change and/or shift in language and culture. Hoffman can now identify with her language and culture in the foreign land, and so does her family. Hoffman made a lifetime decision to have her accustomed to the Canadian way of life. Ultimately, her family took the same course of action. From the Polish way of life, Hoffman and her family undergo a state of language and culture change to embrace the

Carnival Cruise Lines Today

Carnival Cruise Lines Today This document is based on the Harvard Business Case study about Carnival Cruise Lines Applegate, Kwortnik, Piccoli, 2006. It is written as a master thesis for the Master of Information Management (MIM) studies by Christianne Aussems, Nathalie Claes, Eric Janssen and Cornà © van Schaik, under the supervision of Piet Ribbers, Professor of Information Management, all at TiasNimbas Business School in Tilburg. 1.1 About this report This report describes the information management strategy for Carnival Cruise Lines (CCL) for the period 2007-2011. It proposes changes in organization, management, systems, and governance structure for CCL and describes the implementation plan, including prioritization and a costs and benefits analysis. The target audience of the report is Myles Cyr, CIO of Carnival Cruise Lines, and in addition for the strategic management level of CCL. 1.2 Assignment description | Aim and Scope [Bob Dickinson informed the board about the goals for the next years. He wants Carnival Cruise Lines to stay the market leader and to improve the repeat guest rate. He is convinced that the potential value of customer data is growing. Therefore he is looking for a way to manage customer relationships more adequately. In the meeting he also mentioned the desire to reduce the gap between quality improvements and customer perceptions of the services. Myles Cyr agrees on establishing a new sales strategy for the years to come and on the necessity to know the customers better. He wants to incorporate an overall vision on and evaluation of the information architecture and the existing information systems. At this moment he and Dwayne Warner are thinking of starting the preparation an extensive revision (possibly a rebuild) of the shipboard systems (Property Management System and Point of Sale Systems) including the replacement of the Sail Sign card (with magnetic strip) by a chip card in combination with the introduction of portable equipment based on the IP protocol. Myles Cyr explicitly asks to elaborate on the opportunities of IS to contribute to the business and to the value chain. The board is expecting that the relative IT operating costs can be reduced in the next years. He expects an analysis and evaluation of the current state of IT/IS. What is good? What possible weaknesses are there? What problems have to be solved? Which improvements are opportune? He expects a balanced report containing your proposals to enhance the quality of data processing and information provisioning (including handling customer data). Carnival Cruise Lines can only resist and beat the market forces, if the company is innovative, acts agile and reacts fast and effectively to changes in the markets.] Topics to be incorporated in report: -Existing bottle necks that have to be removed. -Changes in organization, management, control concept and governance. -Changes in systems, data processing and data provisioning. -Change management process to meet the proposal. -Implementation plan including prioritization. -Risk assessment of the components of your advice. -Improvement of security and risk management (especially privacy protection). -Costs and benefits analysis of the proposed alternatives. 1.3 Structure Beschrijven van fase naar fase Cindy 1.4 Approach To gather extra information on IT in the cruising sector there was the opportunity to do qualitative research at another cruising organization being Royal Caribbean. Gekozen voor andere maatschappij om huidige bedrijfsvoering niet te verstoren/verontrusten? The research performed here was qualitative research trough semi structured interviews As described in the bookà ¢Ã¢â€š ¬Ã‚ ¦ p467. For this research the entire IT executive team (see appendix) was found willing and able to participate. Interview guides were created, for these interviews. These described the goals and topics of the interview and the questions to be asked. This gave the researchers a structure to ask the questions, not to forget important questions and not to get distracted from the goals of the interview. On the other hand this approach also gave flexibility to discuss unforeseen but relevant topics. On forehand it was not clear for all the interviewees what their role and responsibilities where and what to ask them . This approach also gave the flexibility to start the interview with just a few questions but in the end having gathered a lot of information. Being able to interview more than 10 different IT executives in different roles and on different levels also gave an insight on important topics on that moment. Interview guide interview minutes For the execution of the interviews there was a clear division of the roles between the interviewers, there was one interviewer in the lead for asking the questions, one checking whether all the questions were asked and one making notes for the meeting minutes. Ruimte Literatuur 1.5 Constraints Timing Tool selectie reeds gedaan 2. Carnival Cruise Lines Today Carnival Corporation plc is a global cruise company and one of the largest vacation companies in the world. Carnival generates all of its revenues from the cruise industry. The companies wide-ranging product offerings provide guests with exceptional vacation experiences at an outstanding value. The success in providing quality cruise vacations has made Carnival the most profitable company in the leisure travel industry. Carnivals stock is dually listed on both the New York Stock Exchange and on the London Stock Exchange under symbol CCL. Carnival is the only company in the world to be included in both the SP 500 index in the United States and the FTSE 100 index in the United Kingdom (Carnival Corporation PLC, 2012). Carnival Corporation operates a fleet of 100 ships, with another seven ships scheduled for delivery between now and March 2016. With approximately 200,000 guests and 77,000 shipboard employees, there are more than 277,000 people sailing aboard the Carnival fleet at any given time (Carnival Corporation PLC, 2012). For the purpose of our report it is crucial to understand how the Carnival Cruise Lines corporation works today. We need to understand how the various aspects of the business are set up and how they work together. Only after a true understanding of the current situation, we can come with proposals for improvement and indicate the impact on current ways of working. In literature one can fine many models that can be used to look at an organization with an internal perspective. In appendix X we provide an overview of some management models we have found in literature, with an explanation why, when and how it should be used. Since our report needs to cover the implementation of a new IT management strategy, we have decided to use McKinseys 7S model. This model, developed in the 1980s, involves 7 factors, which can be categorized as hard and soft elements. Hard elements can be identified and influenced more easily. They would be driven by the organization charts and reporting lines within the business and they may include the systems you use to get work done. Soft elements are, by their very nature, more difficult to manage and may be affected by the culture of the organization. But you have to apply yourself to these as much as the hard elements, as they provide the support structure for the successful implementation of any change, and they are al l interdependent on each other. Figure X 7S framework (McKinsey) The hard elements in the 7S-model are Strategy, Structure and Systems; the soft elements are Style, Shared Values, Skills and Staff. In order to understand the 7S-model better a brief explanation is given below. Hard elements:   Strategy by using mission and vision the organizations objectives become clear.   Structure how is the organization structured and which hierarchical layers are there   Systems all formal and informal methods of operation, procedures and communication flows Soft elements:   Style this is about leadership and management styles   Shared values the standards and values and other forms of ethics within an organization in which vision, corporate culture and identity are the key elements   Skills these concern both the skills of the organization and those of the employees   Staff this is about the employees, their competences and job descriptions 2.1 Strategy of CCL The mission of Carnival Corporation is to take the world on vacation and deliver exceptional experiences through many of the worlds best-known cruise brands that cater to a variety of different geographic regions and lifestyles, all at an outstanding value unrivaled on land or at sea (Carnival Corporation PLC, 2012). The vision statement of Carnival is the following: to consistently deliver fun, memorable vacations at a repeat value. Derived from this mission and vision, Carnival Cruise Lines has set up the following strategic objectives: to be the leading cruise operator in all segments entered and to maintain the most up-to-date fleet of cruise ships in the world to develop new cruise segments and innovative cruise packages to reach a larger number of potential and past cruisers employ sophisticated promotional efforts to achieve a greater awareness by the public concerning the availability and afford ability of cruise travel attract the first-time and younger cruisers (Carnival), experienced cruisers (Holland America), upscale cruisers(Seaborne), and cruisers wanting a sailing vacation (Windstar) promote cruises as an alternative to land-based vacations provide a variety of activities as well as ports of call be innovative in all respects of operations of the ship. BRON Dominant market share Carnivals biggest strength is its huge scale and scope. It is twice as large as its biggest competitor and competes in nearly every market and segment worldwide. This gives Carnival enormous power over the cruise industry as a whole. It enables the company to undertake projects that grow the industry, gives it a platform for continued mergers and acquisitions activity, and helps Carnival negotiate with major manufacturers of cruise ships (Levin, Jones, Slade, 2011). Strong acquisition strategy Carnival has the ability to obtain companies through acquisitions. By using an acquisition strategy, the Corporation has been able to position itself in each geographical market in the world and rank itself as number one in the cruising sector. Comprehensive portfolio The corporation has a large fleet capacity and operates 11 of the most recognizable cruise brand names. Carnivals portfolio of brand names appeals to almost every niche market, from budget minded, contemporary to luxury cruises. Each cruise line operates globally and is targeted at one or more nationalities (see Appendix X). 2.2 Structure of CCL Carnival Corporation plc has two main headquarters, Carnival Place in the US and Carnival House in the UK. The constituent Corporation and plc are separate listed companies with different shareholder bodies, but they jointly own all the operating companies in the group. Carnival Corporation owns the majority stake. As part of the merger between Carnival Corporation and PO Princess Cruises in 2002, it was agreed that PO Princess would be relisted as Carnival plc in London, remaining a separate company with a predominantly British shareholder body. Both headquarters have their own management team, strategy, and IT organization. Uncoordinated business operations Historically, Carnival has been run by the Arison family as a coalition of largely independent businesses. Each cruise line largely manages its own customers, marketing, distribution, sales, ports, and logistics. This approach has had benefits: internal competition means that each line operates better than any would in isolation. The business operations of the cruise lines are not centrally managed. Better coordination of these business operations could generate additional benefits for Carnival (Levin, Jones, Slade, 2011). Strong financial position Carnival is one of the most profitable cruising companies. The companys average net income (FY2005 to FY2009) amounted to 18.1% compared to the industry standard of 6.3% (Marketingteacher, 2012). The firm is dual listed on the New York Stock Exchange and the London Stock Exchange under the symbol CCL. Since the company is dual listed, it has the ability to raise more funds from investor than its competitors. With this also come greater stability due to different markets being affected by different economic occurrences, political issues, and societys views (Corporate information, 2006). Decreasing profit The profit of Carnival has diminished over the last years. The net profit was $1,790 million in FY2009, a decrease of 23.2% as compared to 2008. Another weakness is that Carnival reports their financial statements in dollars. About half of their revenue is generated in a non-US currency, but is reported in terms of US dollars. The value of the dollar against Euro appreciated from 1.60 in January 2010 to 1.53 by April 2010 against the Pound. If the dollar strengthens it would record a lower revenue than is actually earned (Marketingteacher, 2012). Clear focus cost leadership Carnival Cruise Lines has a clear focus on Cost Leadership, i.e. CCL offers its product to the mass market. Therefore the highest focus is put on the price and keeping the price as low as possible. Once the customer is on board the ship, additional revenue is created by having the customer pay for everything that was not covered in the base price. Carnival is such a large company that it has significant cost advantages over most of its competitors. Strong marketing Carnival invests explicitly and effectively in print and television media. Their promotions target the lifestyles of each group of customers (Marketingteacher, 2012). Over-dependence on US market Carnival derives a majority of its revenue (nearly 52%) from US customers. In 2009 the revenue from the North American market registered a double digit decline. The over-dependence on the US market makes Carnival vulnerable to the economic fluctuations of the American economy and this company is dependent on customers disposable income] (Marketingteacher, 2012). Poor safety record There is no public database of major cruise accidents, but Carnival has a notably worse safety record than other cruise companies. The Costa Concordia tragedy has been the most recent in Carnivals safety woes. The Center for Disease Control does track all major viral outbreaks on cruise lines. In the 2009-2011 period, Carnival-owned companies accounted for 56% of all viral outbreaks, compared to a 48% average market share. The company is also thought to have a worse safety record for persons lost at sea, especially in the Carnival brand: of the 179 disappearances since 2000, Carnival Cruise Line alone accounts for nearly 30% of them (Levin, Jones, Slade, 2011). Incidents/Bad press In 2009, Carnival experienced bad press when three passengers fell off ships in a three week period. There were a total of 22 incidents of passengers falling overboard in 2009. In December 2008, passengers on the Carnival owned Oceania cruise ship were attacked by Somali pirates. Such events reflect negatively on the company and the industry. 2.3 Systems in CCL Within Carnival Cruise Lines every brand is seen as a separate business unit, with its own profit and loss statement. Decentralized systems This decentralization translates into a decentralization of systems as well. Decisions arent always communicated from the one cruise line to the other, which leads to duplication of effort. This decentralization of the business organization translates to the IT organization as well. Every brand has its own IT department with own systems and infrastructure. Legacy systems There are many legacy systems, since there arent many players in the cruising sector, most of the strategic important applications are custom made. This leads to a spaghetti landscape in which integration is very difficult and which affects the speed to market significantly. No integrated CRM system Carnival doesnt use an integrated CRM system for the whole corporation. Customers from the one cruise line arent recognized as a repeat customer with a different cruise line within the group, this has an immediate effect on the pricing for repeat customers. The yearly capital planning of investments is done on US and UK Headquarter level as well as on the different cruise line level. This will most likely lead to lack on synchronization and duplication of costs and efforts. 2.4 Style within CCL The leadership style at Carnival Cruise Lines can be called family-like. People with the right skills are hired and are giving the support and room to do their jobs correctly. This family-like leadership style is a management style that Ted Arison already used when he was still steering the company. Ted Arison had a non-hierarchical approach to management, meaning that he delegated a lot of work downwards in the organization, allowing him to oversee the bigger picture. People are encouraged to be hands-on and take calculated risks. Taking risks also means that mistakes can occur, however Carnival uses a no blame culture through which people feel empowered (Managementparadise, 2012). Carnival has a separate training and development department set up in the organization. The corporation invests heavily in coaching of high potentials by giving them learning opportunities that are fit for their personal needs. 2.5 Shared values of CCL Derived from the mission and vision of Carnival (see 2.1.1) the company has set some company values that wear a high priority. These values are: Honesty, integrity, fairness, hospitality and teamwork. The values are deemed important to do their job in a correct manner. Carnival, as all other cruise lines in the industry, takes much proud in the focus they put on the environment. They invest heavily in health and safety, both for customers and for employees. There is a very strong focus on the environment and to work in a greener way. Charity is also one of the key components of their social responsibility strategy. 2.6 Skills at CCL Working in the leisure industry requires some specific skills that you cannot always learn. Most important skills that someone working in the leisure industry would need, are the following: Customer focused Empathy Team work Stress resistant Multi-cultural Service orientation Multi linguistic Since Carnival Cruise Lines wants to be seen as the cruise line that delivers fun, the attitude of the employees is very important as well. The employees need to be cheerful and enthusiastic. 2.7 Staff at CCL Cruise ships typically operate with three classes of crew. The first is the officers: these professionals are highly paid and given ultimate command of the ship. The second is entertainers and wait staff: typically lower-paid, but from the same countries as the cruisers that they serve. Finally, most of the ships crew is drawn from developing countries. While pay is low, the salary can represent an attractive opportunity for these workers, who often work 10-month contracts without being able to see their homes and families. Turnover is high, and few of the crew see working on a cruise ship as a viable long-term career. Staff remains 24/7 on board of the ship, have their own cabins at the lowest two decks of the ship. Only officers are allowed to mix between guests, this at special occasions and in formal attire. Other crew members have dedicated times during which they can be present on guest decks. Operational excellence experience Carnival has achieved below-industry-average costs and above-average revenue historically. This is largely due to the companys immense experience in owning and operating cruises, as well as some smart strategic plays. That advantage makes expanding into new markets vastly easier for Carnival than for a smaller player or upstart firm. Carnival has the largest pool of data to draw on to determine what does and does not work and has the most experienced marketers of cruises in the world. These soft advantages let Carnival potentially segment its customers more efficiently than competitors (Levin, Jones, Slade, 2011). 3. Carnival Cruise Lines Competitive Position 5 forces model of Porter (Levin, Jones, Slade, 2011) According to Michael Porter, the state of competition in an industry depends on five basic forces (Porter, 1980). These forces are: Bargaining Power of Suppliers, Bargaining Power of Buyers, Threat of New Entrants, Threat of Substitutes, and Rivalry among Competitors. The collective strength of these combined forces determines the ultimate profit potential of an industry. The following paragraphs are based on Levin et al. (Levin, Jones, Slade, 2011) and interviews at Royal Caribbean. 3.1 Bargaining power of suppliers Supplier Power within the cruise line industry is moderately strong. Most of a cruise ships supplies are bought on an open, competitive market. The threat of integration by these suppliers is very low. One notable exception is Carnivals new builds. There are only 6 major shipyards that have recently built cruise ships, and 2-3 more that either perform conversions or have built ships before 2000. Capacity and capability at these main builders is also limited, so Carnival Corporation relies on a limited number of manufacturers for its new builds. The high supplier power within the shipbuilding is weakened because the relationship is symmetrical: cruising is a similarly concentrated market. Additionally, the massive purchase value of a new ship provides a sizeable incentive for ship suppliers to provide cruise liners with competitive pricing. Additionally, cruise ship companies such as Carnival face extensive switching costs, both in building and running a ship. Switching a ships manufacturer is hugely expensive for cruise companies because, typically, the shipbuilder owns the right over a ships design, which means that, in switching shipbuilders, cruise line companies have to incur high monetary and time costs in redesigning the ship. Such a switch can cost the cruise line company millions of dollars. Further, there is high input differentiation between ships, meaning that, while there are alternatives for the majority of supply components (both in ship construction and in cruise service), the cruise ship company markets specific ships and amenities to the consumer, thereby increasing switching costs and supplier power. 3.2 Bargaining power of buyers Buyer power within the cruise line industry is relatively low. By contrast to most other vacations, more than two thirds of cruises are still booked through travel agents. Further, customers are spread around the world and do not have any mechanisms through which they can express a collective voice or exert collective power, leaving them with minimal control. Additionally, customers do not have the ability or resources to create the cruise experience by themselves it is, by nature, a highly packaged deal. In addition, the experience offered by a cruise is very unique, and differs from other types of vacations enough that customers who prefer cruises are likely to choose them over other types of vacations, so long as the cost is not a substantial barrier. Buyer power is increased by internet search engines which enable comparisons of price and specifications across multiple locations, brands, and companies. In addition, the continued high reliance on travel agencies increases buyer p ower because travel agencies make volume purchases and can demand lower prices based on the volume of customers they refer to specific companies. 3.3 Threat of new entrants The risk of entry of new competitors to the cruise line industry that could provide a plausible threat to Carnival Corporation in core markets is low. Entry into the high-end cruise line industry requires capital of approximately $1 billion since it costs, on average, $400 million to build a ship. Further, large cruise ships employ hundreds of sailors and crew that are trained for sea duty, which creates an additional cost. Since brand recognition is very important in the cruise line industry, it would take a new competitor valuable time to build an identity and reputation in order to be able to compete with the incumbents. Lastly, there are strict government and international regulations that are involved with a cruise company. Obtaining proper permits to operate, as well as the political connections, would also cost a company a large amount of time and resources. In Asia, however, Carnival might be more concerned about new entrants. Asian operations, markets, and customers are much less defined than in the Americas or Europe, and expectations of cruise quality and scale are lower. There are numerous Asian entrepreneurs and companies that might be able to tap into this fast-growing market. 3.4 Threat of substitutes There are many substitutes, such as all inclusive, Club Med, and alternative vacation packages. However, market research indicates that cruise lines provide higher customer satisfaction than land based vacation packages. Cruisers express an overall 94.8% satisfaction rate with their experiences. Any vacation can be substituted for, and there is not a high cost to change, which makes the threat of substitution seem very high. This trend has fueled the continuing evolution of the cruise vacation experience. Over the years, cruise lines have expanded itineraries to include more diverse ports of call and have introduced innovative onboard amenities and facilities to compete with land based travel. These onboard experiences include cell phone access, Internet cafes and Wi-Fi zones which allow passengers to feel as if they are connected on land. They have also added onboard experiences such as rock-climbing, bowling alleys, surfing pools, multi-room villas, multiple themed restaurants and expansive spas, health and fitness facilities that easily rival land-based options (CLIA, 2012) Although there are many substitutes to the cruise line industry, they cannot replicate the cruise line experience. 3.5 Rivalry of competitors Carnival is the leading company within the cruise line industry due to its multiple fleets and significant international presence. There are significant barriers to entry and exit within the cruise line industry, which has resulted in a high concentration ratio. The cruise line industry is effectively an oligopoly market, where several major cruise liners make up more than 90% of the market shares. Carnival is constantly engaged in marketing and pricing battles with these competitors, making internal rivalry central to the industry. Additionally, cruise lines have historically been subject to heavy mergers acquisitions activity, and Carnival sometimes competes to acquire even more share. Overall, Carnivals branding is strong within the industry, and even stronger within its market category (contemporary). When compared to its competitors, Carnival continues to remain a formidable force in the cruise industry. Figure X: 5 forces model for Carnival Cruise Lines 4. Cruise Industry Developments We will use a PESTEL analysis to provide the context of the cruising industry as a whole, in order to understand the organizations role in relation to the external environment. The PESTEL analysis provides a context for the organizations role in relation to the external environment. The PESTEL analysis technique is often used in conjunction with a SWOT analysis to assess the situation of a business. PESTEL covers Political, Economic, Social, Technological, Legal and Environmental factors. The analysis consists in carefully determining all factors and finding out exactly in what way and to what extent these factors influence the company. Each category of factors is of crucial importance to advanced strategic management (Marketingminefield, 2012). Figure 2 gives an overview of PESTEL factors for the Cruise Industry. The PESTEL analysis is further explained in the following sections of this chapter. Political Economic OPPORTUNITIES Growing market in Asia Multiple trade organizations and lobbyist: -Cruise Lines International Association -Florida-Caribbean Cruise Association (trade organization) -International Council of Cruise Lines; Cruise industry lobbyist -North West Canada Cruise Association (trade organization for Hawaii and Pacific North West) -Passenger ship Association -International Maritime organization (IMO) part of the United Nations OPPORTUNITIES Profitable business; cruisers spend typically more on vacation then non cruisers Pricing based on data analysis Big market share to capture; cruising industry is the fastest growing branch of the total leisure industry THREATHS Global economic recession Decrease in growth for South of Europe due to bad economy High fuel prices THREATS Geopolitical instability -Terrorism actions Tax loopholes Social Technological OPPORTUNITIES Strongly favorable Demographics Changing consumer trends: more focus on health, spa arrangements, more diversity in dining and other selling points Changing role of travel agent Number of online bookings is increasing and increasing more every year OPPORTUNITIES Changing consumer trends: Bring Your Own Device (BYOD), connectivity Technological development in satellite communication: -State of the art technology possibilities on the ship -Higher connectivity on the ship THREATHS Due to the exploding market in Asia, systems need to be set up in Chinese characters. This is a challenge for most systems Outsourcing level 2 b 3 support is difficult because the knowledge is very specific THREATHS Overblown media attention when something happens on a cruise ship Environmental Legal THREATHS Events in the outside world (9/11, Costa Concordia crash and Ash cloud Iceland) OPPORTUNITIES Complex diversity of environmental, health and safety legislation Figure X: PESTEL analysis Cruise Industry 4.1 Political Factors Political factors represent the way and extent to which a government influences the economy and the business. Specific areas are: labor law, tax policy, tariffs, trade restrictions and environmental law. Geopolitical Instability [In 2011, the Arab Spring revolutions ca

Working-Class Writer Essay -- Authors

David Herbert, D.H., Lawrence published his third novel, Sons and Lovers, in 1913. The story follows the Morel family. They live in â€Å"The Bottoms†, a small mining community in England, built over the remnants of â€Å"Hell Row†. The Morel family is unhappy, because of the relationship between Walter, the father, and Gertrude, the mother. Walter drinks too much, does little to provide Gertrude with emotional satisfaction, while Gertrude feels superior, and is unhappy with the family’s social status. Searching for emotional satisfaction, Gertrude turns to her children for comfort. At first, her affection focusses on the eldest son, William, but after he become ill and dies, Gertrude shifts her attention to Paul, the youngest son. There are many parallels between the novel and Lawrence’s own personal life. Similar to the Morel’s, the Lawrence’s family lived in a working-class community in Nottinghamshire, England. Lawrence’s father, Arthur, worked in a mine, and was a drinker. Lawrence’s older brother, Ernest, passed away early in life, causing Lawrence to become the focus of Lydia’s affection. Similar with Paul and Miriam Leivers, Lawrence had an early relationship with Jessie Chambers, of whom his mother did not approve. Like Paul’s relationship with Clara Dawes, Lawrence engaged in an affair with Alice Dax, a married woman with a family. Sons and Lovers is a semi-autobiographical novel in which Lawrence draws from his own personal relationships with his parents, his childhood sweetheart, and adult lover as the basis for his fictional characters, which he ultimately uses to build the foundation for his philosophical ideas regarding industrialism and love. In the story, Walter represents the embodiment of Lawrence’s issues ... ...d Walter Morel after his father, Arthur, and Gertrude Morel on his mother, Lydia. Furthermore, Lawrence represents himself in the protagonist, Paul Morel, the son of Walter and Gertrude Morel. Works Cited Becket, Fiona. D.H. Lawrence. London and New York: Routledge, 2002. 7-8. Print. Burgess, Anthony. Flame Into Being The Life and Work of D.H. Lawrence. New York: Arbor House, 1985. 57. Print. Bergquist, Carolyn. "Lawrence's Sons And Lovers." Explicator 53.3 (1995): 167-170. Academic Search Premier. Web. 9 May 2012. Kearney, Martin. Major Short Stories of D.H. Lawrence A Handbook. New York and London: Garland Publishing, Inc., 1998. 97. Print. Maddox, Brenda. D.H. Lawrence The Story of a Marriage. New York: Simon & Schuster, 1994. 63, 78, 93. Print. Worthen, John. D.H. Lawrence The Life of an Outsider. New York: Counterpoint, 2005. 30, 83. Print.

Entrepreneurship, Innovation and Economic Development

Entrepreneurship, Innovation and Economic Development â€Å"‘Discuss the relationship between entrepreneurship, innovation and economic development. What role do creativity and problem solving play in this relationship? † In today’s world, entrepreneurship and innovation are becoming increasingly crucial as drivers of the economy, especially so in the developing economies where trade plays a major part in generating revenue. In China, small-and medium-sized enterprises (SMEs) account for almost 70 percent of all Chinese exports, a share that reflects the above statement about the importance of entrepreneurship to economic robustness.Some questions may be raised on whether entrepreneurship lead to economic development or is the latter a prerequisite to facilitate the entrepreneurship and innovation processes instead. This essay , while recognizing the need of certain institutions and framework to be in place and functioning well in order to ease the functioning of business activities, takes the stand that entrepreneurship and innovation leads to economic development more often than of the other way around.Realising its potential, governments’ initiatives have largely been centred on encouraging more entrepreneurs to start up a venture or to expand their existing businesses. In the 2013 National Budget, the Malaysian Government has allocated a fund of RM 1 billion under the SME Development Scheme (News Straits Times 2012). This very government has also recently launched SME Masterplan (2012 – 2020). These initiatives are aimed at supporting and accelerating the growth and development of SME-s across all sectors of the economy.In evaluation though, more start-ups and new business ventures in an economy does not necessarily translate into economic growth and improvement. In order for the desired economic aims to be achieved, we need to ensure that the start-ups and existing businesses thrive and not fail, for doomed enterprises mor e often than not suck resources out of the economy. This essay will identify how businesses, using innovative practices and creativity in both business operations as well as in problem solving, can achieve greater performance and sustainability in order to positively contribute to economic development.Jospeh Schumpeter defines entrepreneurs as innovators who implement entrepreneurial change within markets (Ahamad, 2008). This can be in the sense of introduction of a new or improved good, introduction of a new method of production or business management process, and the exploitation of a new source of supply. In short, entrepreneurship is the act of identifying market opportunities and using innovative approaches to exploit them (Ahamad, 2008). â€Å"Business opportunities are like buses, there’s always another one coming† (McAshan, 2011).Such are the words Richard Branson has used to describe the ample opportunities available for entrepreneurs to capitalize on. An entr epreneur can either start a venture by either involving themselves in a established market with certainty of demand for the goods offered, or they can exploit a new market altogether, by identifying a market niche and work on fulfilling the needs of that certain segment. By undertaking the former, entrepreneurs face a large and possibly increasing pool of competitors. This market, as described in the book Blue Ocean Strategy, is the â€Å"Red Ocean†.In contrast, entrepreneurs who venture into an untapped market space, focusing on demand creation, have unlimited potential to grow profitably (Chan & Mauborgne, 2005). â€Å"The only way to beat the competition is to stop trying to beat the competition. † Entrepreneurs should focus on undertaking the value innovation strategy proposed in the Blue Ocean Strategy. By creating a leap in value for buyers, a venture can open up new and uncontested market space, this makes competition irrelevant (Chan & Mauborgne, 2005).To be su ccessful, entrepreneurs will need to undertake innovative processes in creating the product or service as so to distinguish themselves from the rest of the existing options in the market. In other words, the product or services offered must stand out, have relevance and good purpose, and provides a high value add to consumers. It must provide the wow effect to the masses, which will in turn capture attention and help rake in revenues. Besides product and service innovation, innovation also can be implemented in improving the business management process.For example, all this while, organizations are shaped in the top-down organizational structure. Innovative entrepreneurs might have a different preference on running the firm, and choose to have a flatter structure, defying the norm. This can rake in benefits as in a flat structure, creativity and feedback are encouraged, there is more empowerment of young people by the executives, leading to a more open and vibrant organization. This will provide amazing esults in terms of business performance especially in today’s fast paced business world, which requires enterprises to be nimble and quick to adapt to changes (Griffin, 1999). Besides innovating and introducing a good and impressive product, an enterprise should also aim to develop strengths in multiple areas to gain an advantage over the rest of the field. Edges such as fantastic supply chain system which is due to good contacts and strong relationships with suppliers is a crucial factor in determining how well a business does.Toyota for instance, are famed for their Lean Production System, which is a key factor contributing to their status as market leader in the automobile industry. Besides that, the ability to develop strong brand loyalty with customers by establishing a culture of responsiveness to them is also another example of what an enterprise can focus on doing. It is easy to knock off an innovative product, but an innovative business system i s hard to replicate (Bhide, 1996).Businesses should thus focus on enhancing creativity, building strong networks, utilize technology available to enhance performance, devise effective strategies to be incorporated in the business process, aim to build good reputation among consumers by providing consistent and reliable service and also, be ever-ready to act quickly, on both opportunities as well as issues that will arise every now and then (Bhide, 1994). When faced with a problem, how fast and how well an entrepreneur responds to it will have a telling effect on the business performance.It can potentially act as a morale booster if dealt well, and have adverse effects if not. Spardlin (2012) suggests that a large number of enterprises are simply not rigorous in defining the problems they are attempting to solve. The Creative Problem Solving Process Model suggest the use of an explorer’s mindset, as well as a detective mindset when it comes to defining problems. This is so as to pinpoint the problem, also identifying the opportunities and future-oriented aspects involved (Lumsdaine, 2009). When you ask the right questions, chances are you’ll be able to tackle the right problems well.InnoCentive, an innovation-focused problem solving consulting agency, has devised a four-step process for firms, to be used in defining problems and later solving them (Spardlin, 2012). This process has four main focuses. First, it aims to help users pinpoint the need for the solution, and state what the desired outcome is. Next, it articulates the strategic importance of the solution to the firm. Then, it looks into the methods that may have already been used, recognize the constraints involved and lastly a clear and complete problem statement is produced (Spardlin, 2012).This multi-steps process is important to rally the organisation around a shared understanding of the situation, its magnitude and amount of resources needed to be devoted to the rectification of the issue. More often than not, firms allocate inappropriate level of resources to solving problems faced: too few resources are allocated to high-stakes ones and excess resources are devoted to tackling wrongly defined problems or low priority ones (Spardlin, 2012). After problem definition, idea generation and evaluation follows.Using the artist, engineer and judge mindsets, organisations are encouraged to generate solutions through a creative, innovative and evaluative process (Lumsdaine, 2009). This process works well in brainstorming groups. As ideas are being suggested, chances are a constructive build-on will occur. Ideas will then be synthesized, and the best solution(s) will then be picked. The Pugh Method can be used in tandem with the idea evaluation process: Concepts are compared in an advantage-disadvantage matrix.It can be used to compare the few available ideas in hand, choosing the best one ultimately, and it can also be used to benchmark against an existing concept in t he market (Lumsdaine, 2009). With this, entrepreneurs can now be assured of a well-thought idea for their products or services or even when it comes to solving issues. The implementation of ideas, or the execution is a pivotal area of focus for entrepreneurs. Execution is as equally important as the idea itself. Entrepreneurship is not just all about being creative and inventing or innovating good products and services.A good idea without careful and precise implementation will not help a business reach its potential. Furthermore, an innovative new product or service may do very well when introduced, but its popularity will also attract new companies who will imitate and try to capture a share of the market. Thus the importance of laying strong foundations and fundamentals in terms of implementation must be stressed on by entrepreneurs. Aspiring entrepreneurs should realise the importance of working on establishing the business’ brand name as well as using creativity in erect ing barriers that will deter imitators.This is especially crucial if their innovation of products are easily copied. This can be done by careful planning, acquisition and management of the necessary resources. Clearly, innovation, problem solving and creativity are all connected and play important roles in driving entrepreneurship. A society will be much better off with better products and services, as well as having the luxury of a wider range of product choices to choose from. Entrepreneurship will indefinitely spur economic development in a country.As mentioned above, enterprises contribute to the exports of a country, so in this aspect a country will record better balance of payments performances. Also, as consumers now have better quality goods produced locally, the dependency on imported goods can be reduced, and internal growth is spurred with increased consumption in the economy. Lastly, as firms embark on the innovation drive, more technology usage will mean investment acti vities are bound to increase, contributing to the long run health of the economy. In short, innovation in entrepreneurship is important for economic development.Efforts to strengthen these practices should be undertaken by all parties, including the government. References Ahmad, N. and R. G. Seymour (2008), â€Å"Defining Entrepreneurial Activity: Definitions Supporting Frameworks for Data Collection†, OECD Statistics Working Papers, 2008/01, OECD Publishing. Bhide, A. (1994). How Entrepreneurs Craft Strategies That Work. Harvard Business Review. Bhide, A. (1996). The Questions Every Entrepreneurs Must Answer. Harvard Business Review. Chan K. W. & Mauborgne R. (2005), Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant: Harvard Business Press. Finfacts. (2007).Chinese SMEs boost exports and growth; More created in past 20 years than total number of SMEs in Europe and US combined. Available: http://www. finfacts. com/irelandbusinessnews/ publish/article_1010697. shtml. Last accessed 20th November 2012. Griffin, D. (1999). Benefits in a Flat Organizational Structure. Available: http://smallbusiness. chron. com/benefits-flat-organizational-structure-281. html. Last accessed 30th of November. Lumsdaine, E . , Binks, M . (2009). Entrepreneurship from Creativity to Innovation. Nottingham, University of Nottingham Institute for Enterprise and Innovation McAshan, T. (2011). 50 Great Entrepreneurial

Black And White Marriage Essay

Barbara Stanton has been my friends for fifteen years. You might say that she is my best friend. We’ve dated and double-dated, but not once did we ever date outside our own race. About a year ago, Barbara came to me announcing that she was getting married to her boyfriend Paul. I hadn’t seen her for a while because we both began to grow in different directions and I’m ashamed to admit that we didn’t even keep in touch to have a deep conversation. Just some hello’s and goodbyes. When she called to tell me she was getting married, once again she omitted something that may have seemed inconsequential to her, but quite significant to her family and friends. She was marrying a black man. Maybe it’s not so crazy, but in the past few years we’ve seen more black and white couples than ever before. Maybe it’s because children of today’s world don’t even see color, or maybe it’s because of the rappers and hip hop entertainers that we somehow have as role models. Who knows? All that is certain is that where at one time this was totally unacceptable, today it is gaining more and more popularity. On a luncheon that we had with a few friends a few weeks before the wedding, the issue of race was brought up. Barbara had all the statistics. She argued that although race has often been contentious in children’s literature, from controversies over Twain’s Adventures of Huckleberry Finn, to Bannerman’s Little Black Sambo, to Keats’s The Snowy Day, to Herron’s Nappy Hair. How race is portrayed and who portrays it have been crucial for many critics. ( Sands-O’Connor, Karen â€Å"Why Are People Different? ) She related to us about some of the history of racism, and we had to admit that it seemed rather ridiculous the way the people of old handled it. In the sixteen hundreds, for example, Maryland banned interracial coupling because it wasn’t sure if the offspring of the black slave and white person would be considered a free person or a piece of property. Barbara knew a lot about black history. She told us that many blacks had white ancestry and who are we, the smug whites, as she called us, to not see this. She let us know in no uncertain terms that there were so many white slave ‘owners’ that took advantage of their female slaves that there was an abundance of mixed children born throughout those years. It is estimated that as many as seventy percent of African Americans are descendants of interracial coupling. These include Booker T. Washington, Malcolm X, Martin Luther King, Jr. and Frederick Douglass. Each one of these mentioned are of black and white ancestry, including her intended. Denise, one of Barbara’s cousins brought up the fact that it just wasn’t common for blacks and whites to marry because of the long-term effects. But Barbara had the numbers right there in front of her. She told us that according to the Census Bureau, the number of mixed-race marriages rose from three hundred thousand in 1970 to one point two million in 1990. Between 1960 and 1990, the percentage of African American marriages involving a white spouse more than tripled. She wasn’t alone. Barbara looked at the six of us. â€Å"Of course we realize that we are of different ethnic backgrounds, but we are in love and intend to be married and really don’t care who objects. That is, of course, except the parents and relatives. Somehow, we always care what family says. But, what is interesting about America and it’s occupants is that even though people define their deliberations of interracial marriage in terms of â€Å"culture,† what really bothers them is race. We laughed as she told us that they didn’t tell the family that there was a difference in ethnic background. They just said, ‘guess who’s coming to dinner? ’ and they walk in the door, totally shocking the pants off all in the room. Her family, of course, pretended to be polite and welcoming until the couple left. Then, Barbara said she could imagine her mother’s hand going to the heart and the drama began. This, of course, is with both families, black and white. Barbara and Paul are sure that all through the courtship there will be innuendos right into the wedding day. Paul, in consoling Barbara as the big day approached, told her that friends of his that married interracially had similar problems. Some families give in and actually convince themselves that this is okay. Others really are okay with it and still others completely betray their own feelings. Their family did consent and did seem pleased. However, Barbara really didn’t want to know if these were feelings for show or not. She admitted that they had to face many decisions before the big day, such as the way they’ve handled difference of opinions thus far and religious upbringing of the children. They needed to voice whether they were willing to compromise on some of these issues and most importantly, how they see the role of husband and wife in this marriage of difference. In my opinion, like all marriages, things can lead to disaster or they can be worked on effortlessly, and Barbara and Paul firmly examined their path well before they made the decision to wed. Traditionally, African-American weddings include vivid colors, elaborate costumes and meaningful rituals. Whereas the white wedding embraces a more toned down dress. White bridal gown and pastels usually are chosen for the bride and the maids. The men are usually in black or white tuxedos depending on the time of day the wedding takes place, whereas the black groom sometime chooses a costume designed to the custom of his people. Ironically, in order to avoid all of this, Barbara has chosen to have a civil ceremony in the chapel at city hall and a small dinner at one of the area’s best restaurants. All decisions regarding custom have therefore been eliminated. The night before the wedding, they had a talk with both parents. The question of the future was brought up and the constant changes the human life goes through. They ask the couple how they are going to feel ten to twenty years down the road about this relationship and the offspring of this relationship. They do understand that everyone changes their ideas and opinions and although today they agree on most things, life is funny when it wants to throw bones. If a couple of the same race marries, when each one goes through changes, it is not going to be related to race. This is a big deal. There will be racial slurs on both sides of the family and friends sharing opinions. They will eventually have to deal with school and the black and white mom and dad. The family that evening pointed out that as sad as it is, the child will always be looked upon as ‘different’ because of his or her genetics. However, this was something Barbara and Paul did not agree on. They pointed out that in today’s world, unlike when their parents were growing up, the rivalry between races isn’t as potent. They agreed that some whites looked upon themselves as superior to blacks and in reality there would always be some type of racial issue as long as we have a democracy. It’s just different opinions. These things have a way of working themselves out and as for their children, they will know as soon as they recognize the difference in mom and dad that they are mixed. Growing up with it is certainly not the same as finding out spontaneously when their older. Since that’s impossible, the race issue may be resolved with the age of reason. The next morning, the wedding went off as scheduled. The whites in the chapel at city hall were noticing the difference in the people across the isle and the blacks were noticing the same things. But, they smiled at one another in a friendly gesture of approval. But, Barbara and her new husband knew that you couldn’t take the hand-me-down prejudices out of the older people in the chapel and they knew that there would be difficulties and differences from the get-go. However, they felt this would be a long lasting relationship and they were not willing to give up their future for the likes of racial interference. At the words, ‘I now pronounce you man and wife’, the whole family changed. Now there is a white girl in our family†¦. says one. Now there is a black man in our family†¦. says the other. Life has changed for them all. It’s been five years and the marriage is still going strong. I visited them and their twin boys, two years old who have brought the whole family together and they are loved to pieces by both sides. The children are mixed, but they have the blue eyes of the mother and the full lips of the father. Their color is the color of coffee with milk in it and their hair is a mixture of straight and curly. Perfect. They happen to be absolutely the most beautiful children imaginable. And they know it. There is so much love in that family that no one would guess there is a racial difference. Now, the families admit that they still see color, but only on the outside of the family. They see no color within. As far as the parents go, both couples realized they have a fondness for poker, hence the Thursday night poker club. In conclusion, we see that today, there are few communities with any claim to being racially pure; in modern society there has been a considerable amount of intermarriages which has blurred any such distinctions even further. (Pinsent, Pat: Race and Ethnic Identity pg. 91) So, are we going to get caught with our pants down if we don’t start building our country with the knowledge that all men are indeed created equal? No one actually takes a look-see inside the obviously different race to find out that we are not so different after all. Our wishes and hopes are exactly the same. Our love for our children is bountiful on both sides and our country is important to us all. How than, for a matter of a color, can we be so negative toward one another? I believe it is simply a fact collector. Get the facts on the person. Compare those facts with your own and voila’ we’re all God’s creatures. Barbara and Paul taught us all a lesson. The readers of this essay may have racial differences as well. If so, maybe we should stop and smell the roses and if not†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦how did they smell? CITATIONS BOOKS Sands-O’Connor, Karen – â€Å"Why Are People Different? † Pinsent, Pat: Race and Ethnic Identity pg. 91