Migration and Putlecan Identity :: essays research papers

Migration: Its’ Causes and Effects within a Mexican Sub-Culture â€Å"Migration uproots people from their families and their communities and from their conventional ways of understanding the world. They enter a new terrain filled with new people, new images, new lifeways, and new experiences. They return †¦ and act as agents of change.† (Grimes 1998: 66) The migration experience is one that has deeply altered and affected the lives of many peoples, including Mexicans and specifically Putlecans. Some say that the vast numbers of these people who decide to migrate is a new phenomenon. But there is actually a rich and complex history to it that goes back as far as the 1600s. This paper discusses the causes that stimulated migration to and from the Putla region, and the effects these migration patterns had on the identity of the Putlecan people. Only half a century ago, in 1940 a majority of the Putlecan people were not content with the way their lives were being run, and were seeking solutions to their problems. Under President Porfirio Diaz the Putlecan people were offered a dramatic solution: the Bracero Program. The Bracero Program gave workers a new opportunity: migration. By migrating into either Mexico City or even the north, the United States, they hoped to find a more prosperous means of living. The program offered to thousands of Mexican workers the chance to work farms in the United States and get paid good wages. Unfortunately, it had its failings. As rewarding as the program may have seemed, it turned out to be anything other than what these people had hoped for. â€Å"Some did manage to save enough to build a home, but most had their illusions crushed by the hard work and the meager salaries paid. (Grimes 1998: 40-41)† Basically, the program was a way for the American employers to exploit Mexican workers and pay them little, so that they would wind up with the benefits instead of the workers. The program ended in 1964. This represented the first major wave of Putlecan migration of the 20th century. So what is Putla? Where is it? You could say it’s in the state of Oaxaca, in the Mixtec region, in the subregion of Mixteca de la Costa, on the pre-Hispanic and colonial north and south trade routes, or in the Valley of Putla where Mixteca Alta, Mixteca Baja, and Mixteca de la Costa meet. This region has a rich history of triumphs and losses, which helped sculpt what it is today.

Mckinsey’s Knowledge Management

Competitive Advantage over other firms – Unique Resources and Capabilities Bower’s Vision – Development of Unique Organizational Culture First Mover Advantage Between Marvin Bower, Ron Daniel, and Fred Gluck, who was the most effective strategic leader? Why do you think so? Upon evaluating each individual’s strategic leadership ability based upon the six elements of effective strategic leadership, we concluded that Fred Gluck was indeed the most effective of the three individuals. The six attributes which a strategic leader can be compared against are listed below. We found that Fred Gluck’s contributions were more pronounced in elements 1 through 4, and where there was not enough material in the case to support any arguments for or against Gluck’s superiority in elements 5 and 6 (Establishing Ethincal Practices, and Establishing Balanced Organizational Controls) we can assume that the contributions of all leaders were similar, or differences were not significant. Determining Strategic Direction Exploiting and Maintaining Core Competencies Developing Human Capital Sustaining an Effective Organizational Culture Emphasizing Ethical Practices Establishing Balanced Organizational Controls {draw:frame} Determining Strategic Direction Exploiting and Maintaining Core Competencies At one time, Daniel realized that most of McKinsey’s knowledge was spread all over the company, and was not codified. Apart from a few publications (Peter’s and Waterman’s In Search of Excellence and Kenichi Ohame’s The Mind of the Strategist), there was no way of tracking what breakthroughs might have been achieved in certain projects, or what might have been some of the creative solutions that had been applied to other client projects. Here too, the most concrete efforts to consolidate company knowledge were undoubtedly those of Fred Gluck: Gluck introduced the idea of â€Å"Practice bulletins† which were short two page summaries published and distributed company wide, which highlighting some of the new emerging ideas regarding how to tackle new projects. It was under Gluck’s instruction that the Knowledge Management Project was initiated in 1987, even a year before he became Managing Director. The recommendations of the Knowledge Management Project led to the creation of the Firm Pratice Information System (FPIS), and the Practice Development Network (PDNet). These Databases eventually became the backbone of â€Å"knowledge Management† per se – a place to electronically store written reports and documents so that they would be accessible to the entire company, therefore enabling the easier spread of ideas, knowhow, and previous knowledge implementations among consultants. The Knowledge Resource Directory (KRD) – popularly known as the â€Å"Mckinsey Yellow Pages† – was a small portable pocket sized consultants’ manual was also a breakthrough introduction that took place under Gluck’s supervision. Development of Human Capital – See â€Å"Consultant Development† above. Sustaining an Effective Organizational Culture An effective organizational culture for McKinsey would have been (or would still be) one which creates a strong synergy in employee interaction within the company, especially when its core competencies are â€Å"Human Capital† and â€Å"Knowledge†. Gluck promoted this synergy, by putting in place a structure that allow those synergies to grow. The FPIS and PDNet were important elements of that, as were the â€Å"Super Group† discussions which generated great new ideas for the company to build upon. In essence, Gluck as the leader kept encouraging and coaxing consultants to expand the company’s capabilities â€Å"mentally† also – within the minds of its employees. 3) Through application of the Balanced Scorecard and the evidence in the three mini-cases of front-line activities in the mid-1990’s, how effective was the firm in the 1990’s? As evident in the mini-cases, McKinsey was highly effective throughout the 1990’s in regards to the firm’s Balanced Scorecard. Financial Perspective McKinsey was highly effective during the 1990’s in respect to financial performance. After Fred Gluck’s change in strategic direction, McKinsey was able to double revenues to an estimated $1. 5 billion during his six year term as Managing Director. This type of sizeable growth had not been seen since the early years of the firm when it was under direction of Marvin Bower. McKinsey was able to compete with BCG through Gluck’s change in strategy and win back clients and skilled recruits. Customer Perspective With respect to the Balanced Scorecards customer perspective, McKinsey was performing extremely well. This was evident in the Jeff Peters case where his three person team was able to work with a highly respected financial services company in Sydney, Australia. They were able to have a strong client impact and added value to their client because of their access to knowledge, intellectual rigor and their ability to build understanding and consensus among a diverse management. Their client was extremely satisfied with their recommendations and believed that any failures would be due to the client’s own fault. By adding more value to their clients and increasing client satisfaction with the work McKinsey consultants provided, the client base grew thus leading to better financial performance. Internal Business Processes In each of the three mini-cases, McKinsey effectively used internal business processes to grow as a firm. In the Jeff Peters case, the knowledge necessary to provide quality recommendations to the client was accessed easily by scanning the Knowledge Resource Directory, the FPIS and the PDNet. This knowledge sharing is key in providing clients with specialized solutions and helping build the individuals. Also the constant flow of consultants across offices contributed to the transfer of knowledge. The end result of the case was the development of John and Patty, two of the team members, making them ready to take on a management role in their next assignment while still providing quality recommendations that the client was completely satisfied with. In the Warwick Bray case, the specialist promotion track and practice development was exemplified. Warwick was able to leverage his technological experience and become an expert on deregulation. Warwick was able to be promoted to a co-leadership role in the practice because he established credibility with clients and not because he had a broad-based problem solving skills. At the same time, Michael Patsalos-Fox, with the help of Warwick and Sulu Soderstom, was able to develop the practice. His first goal was to make the practice interesting to attract the best associates. Patsalos-Fox also created a practice-specific intranet link designed to spread knowledge that was more focused than the firm-wide systems like PDNet. Also in the Stephen Dull case, the B to B nitiative was established because Stephen had focused on becoming an expert in this area and developing the practice. He was able to establish credibility with his colleagues and with clients which led to more client impact. Although he was still uncertain about his promotion prospects, he was reassured that 15-20% of the firm’s partners would be functional experts within the next five to seven years. By effecti vely using its internal business process, McKinsey was able to have more client impact and customer satisfaction. Learning and Growth Perspective In the Jeff Peters case, the firm actually didn’t perform well in respect to learning and growth. The team had utilized the knowledge databases to create a recommendation that satisfied the client but they were disappointed that they had not come up with anything radical and innovative. The team was afraid that it had fallen into the trap of becoming too introverted and satisfied with their own view of the world. The best examples of learning and growth were demonstrated in the Warwick Bray and Stephen Dull cases. Warwick Bray is an example of the creation of an I-shaped consultant. He had specific knowledge of deregulation and spread his knowledge with executive clients and consultant teams. In Stephan Dull’s case, he provided an excellent example of the â€Å"stewardship model† the firm want to put in place. He had taken it upon himself to increase his knowledge of B to B and ended up helping create a new Center of Competence that provided more value to clients and increased knowledge of the consultants. What is your evaluation of Rajat Gupta’s â€Å"four-pronged† approach to knowledge development and application within McKinsey? What specific risks and benefits do you see for each of the four prongs? What specific advice would you give him to address the risks and leverage the benefits? Emphasis 1 â€Å"Capitalize on the firm’s long term investment in practice development driven by the Clientele Industry Sectors and Functional Capability Groups†¦ †¦Creating some new channels, forums and mechanisms for knowledge development and organizational learning† {draw:frame} Evaluation – NOT RECOMMENDED Emphasis 2 â€Å"Grass Roots knowledge-development approach called Practice Olympics†¦ â€Å" {draw:frame} Emphasis 3 â€Å"Six special initiatives multi year assignments focusing on issues important to CEOs.. † {draw:frame} Evaluation – NOT RECOMMENDED Adding another six dedicated centers over the already numerous pre-existing Clientele Industry Sectors and Functional Capability Groups will only add to the confusion. As it is, McKinsey is having trouble with the promotion criterion of its â€Å"Specailist â€Å"I† Consultants† where they are mostly left on their own, and it is hard to measure a specailist’s performance in his area when he is, infact, the only specialist of that area in the company. While it is getting difficult to measure contribution in these â€Å"tangible† specialist areas, it makes no sense to put in place another 6 departments focusing on â€Å"emerging issues of importance to CEO’s†. Given the changing dymanic of the consulting industry – or the entire economy given its jerks and bends, it is very likely that the issues too would change over the span of years that each of these â€Å"dedicated centres† plans to spend studying each issue. Already, Gluck’s emphasis on specialization led to the creation of â€Å"72 islands of isolated activity† which had to be trimmed down by the CPDC, this is similar to such â€Å"diversification†. Emphasis 4 â€Å"Expand on the model of McKinsey global institute†¦. † {draw:frame} Creating pools of dedicated resources that study economic trends, and are free from pressures of delivering results to clients, will definitely boost the self reliance of McKinsey on its own knowledge. By studying global and local trends – such as the present economic downturn situation or the effects on the environment, McKinsey will be able to pre-empt the kinds of problems that are likely to emerge in business today, and be prepared with a solution that is more fundamentally tied into, for example, an actually prevalent or emerging economic phenomenon or trend. Having its own â€Å"high-end economic research unit† for example, will definitely be a confidence booster for the firm consultants – they will always have an avenue to turn to if they need to validate any of their recommendations on a more fundamental level.

Case Study One- Rio Tinto: Redesigning HR Essay

1. Synopsis Rio Tinto, an international London based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to insure an orderly and efficient system that would support the organization’s future productivity. This new proactive approach to management, utilization of technology, and preparation of the employees proved to help save the company and set the stage for continued future operations. 2. Answer the Questions Q1. How did Rio Tinto’s revamping of HR help with minimizing the potential problems with the reduction in force? The entirety of management to engage in strategic human resource planning is what had been revamped in the Rio Tinto organization. Engaging in centralized global planning, maintaining effectiveness, awareness in serving the best interests of the entire organization, and not carrying out decentralized single focused HR at all sixty individual business sites was a positive, yet necessary culture shift leading to increased efficiency. The intention to control issues and serve the best company interests were to maintain integrity, hold down costs (which could have been in legal fights and time), sensitivity to those affected persons and business units, and establish a data management system that handles international staffing and succession planning. What role would an HRIS have to play in managing a RIF? The role of Human Resource Information System(s) in any organization is to give employee asset visibility to enable management decisions and planning easier. In a perfect world, all employee records from hire to decision time would give a more complete picture on all employees past, present, and future value to the organization. The comprehensiveness of a database with all the intricacies loaded in to handle future plans, regional requirements,  training and education, critical skills, performance data, and succession planning allows managers the ability to see exactly where to eliminate positions and personnel that do not add to organizational productivity. Q2. Without a consistent philosophy, policies, and approaches to reduction in force (or any other disruptions in the future) what would the likely reactions from employees be? The first collective employee reaction management will see, whether the entire reduction in force plan is revealed, would be that of the union(s) being up in arms that there will be any employees getting the pink slip. The on the job efficiencies and reduction in productiveness could occur if employees become disenfranchised and are left wondering on whether they have a job tomorrow. Managers and employees who generally have a minor trust issue normally will withdraw from each other, which will result in work team dysfunctional behaviors and creativity will stalemate. If left to its own devices, strikes, walkouts, or employee sabotage could become the extreme results of poorly constructed philosophy, policies, and management approaches. 3. Describe a Similar Personal Experience During the mid-to-end of the 1990s, during my career in the US Army, we had a reduction in force (RIF) that was conducted very poorly. The perceived best interests (Washington politics) for the organization and centralized decisions were implemented without regard for the work units spread across the globe. There was no real use of a common sense approach to succession planning and ultimately we lost an unacceptable amount of mid-level managers that caused a knowledge gap that took nearly ten years to correct. At the time, the HRIS was not fully in place with management understanding the capability of the tools possible in making decisions. Changes since that time have improved in teaching management to leaders and in the near future, a RIF is on the way with the drawdown after we get our forces back here from the Middle East. We should watch and evaluate the historical lessons of the past.

Paradox of Samsung’s Rise

The Paradox of Samsung's Rise, examines the strategic management decisions that led to Samsung's emergence as one of the world's most successful companies from an ordinary original equipment manufacturer just 30 years ago. Samsung Electronics transformed itself through a new management initiative in 1993 that combined Western best-practices with essentially Japanese management methods to produce a highly profitable hybrid system, resulting in recording breaking profits of $13.9 billion on $138 billion in revenue in 2010. As today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the path breaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation.Twenty years ago, few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader in R&D, marketing, and design, with a brand more valuable than Pe psi, Nike, or American Express. Fewer still would have predicted the success of the path it has taken. For two decades now, Samsung has been grafting Western business practices onto its essentially Japanese system, combining its traditional low-cost manufacturing prowess with an ability to bring high-quality, high-margin branded products swiftly to market.Like Samsung, today's emerging giants—Haier in China, Infosys in India, and Koc in Turkey, for instance—face a paradox: their continued success requires turning away from what made them successful. The tightly integrated business systems that have worked in their home markets are unlikely to secure their future in global markets. Samsung has steadily navigated this paradox to transcend its initial success in its home markets and move onto the world stage.To move to the next level, they, too, must reinvent themselves in ways that may seem contradictory. And when they reach new plateaus, they will need to do so again. F or seven years, we have traced Samsung’s progress as it has steadily navigated this paradox to transcend its initial success in its home markets and move onto the world stage. It is a story we believe holds many important lessons for the current generation of emerging giants seeking to do the same.The Rise of a World Leader:The two sets of business practices could not have seemed more incompatible. Into an organization focused on continuous process improvement, Samsung introduced a focus on innovation. Into a homogeneous workforce, Samsung introduced outsiders who could not speak the language and were unfamiliar with the company’s culture. Into a Confucian tradition of reverence for elders, Samsung introduced merit pay and promotion, putting some young people in positions of authority over their elders. It has been a path marked by both disorienting disequilibrium and intense exhilaration.Founded in 1938, the Samsung Group is the largest corporate entity in South Korea , with $227.3 billion in revenue in 2010 and 315,000 employees worldwide. Best known for its flagship, Samsung Electronics (SEC)—producer of semiconductors, cell phones, TVs, and LCD panels—the group’s highly diversified businesses span a wide range of industries, including financial services, information technology services, machinery, shipbuilding, and chemicals.By 1987, when Lee Kun-Hee succeeded his father as only the second chairman in the company’s history, Samsung was the leader in Korea in most of its markets. But its overseas position as a low-cost producer was becoming untenable in the face of intensifying competition from Japanese electronics makers, which were setting up manufacturing plants in Southeast Asia, and rising domestic wages in South Korea’s newly liberalizing economy.In the early 1990s, Lee spotted an opportunity in the reluctance of Japanese companies—the analog market leaders—to adopt digital technology, whic h consumers were flocking to in cameras, audio equipment, and other electronic products. This opened the door for Samsung to surpass its rivals if it developed the agility, innovativeness, and creativity to succeed in the new digital market.Success Mantra:Hybrid strategy- Mix and Match of Japanese strategy and Western Strategy. Implementation of western strategy on Japanese strategy. Excellence in all department, such as, Marketing, Production, IT, Finance and especially in HR. The Hybrid Strategy: Diversification. Capital Management. Type of operation. Supplier Relation. HR aspects- -Type of Labor, -Recruitment, -Promotion and Compensation.Other Reasons: Outsiders in- Insider abroad policy. Diversification Advantage. Flexibility. Implementation of 6 sigma. Latest advanced IT systems. Financial positions.Conclusion:â€Å"If you act according to market, Market will react according to you†

Research Proposal Example | Topics and Well Written Essays - 2000 words

Research Proposal Example Cultural diversity is a serious problem in the learning process. The most common problem arises from the behavior of the learner in the class. For instance, students from different cultural backgrounds have unique behavioral patterns (Gay, 2010). Students have diverse learning styles. Learners who are forced to use specific learning styles that they are not acquainted with might develop some level of dissatisfaction. Teaching a frustrated student has proved to be quite cumbersome (Gay, 2002). Academic performance is varied among students. An open comparison between academically weak students and those who are bright may also lead to a sense of being dejected (Gay, 2002). The bright students may develop superiority complex and consequently affect the attentiveness of others in class if the teacher does not take care to make sure that there is a balanced approach in the classroom. As such, there have been proposals to come up with various models that teachers may use as a guide to cult ural approach in lessons. Amongst the proposals is that teaching and learning institutions should consider adopting principles of professional learning to prepare culturally responsible teachers. For example, there have been calls for professional learning to be one that is concerned with improving learning within a diverse, multicultural community. Such proposals also add, amongst other things, that the outcomes and content ought to take into consideration the concept of diversity. Statement of General Aims and Objectives The aim of the proposed study is to find out how cultural diversity affects learning outcomes. It is also the aim of this study to find out whether a teacher who has been trained on how to incorporate cultural diversity in the lessons is likely to register improved learning outcomes. To do so, the study will majorly be based on analyzing various professional opinions and other scholarly research on the same topic. Most importantly, the study will focus on the exte nt teacher-learner cultural differences may affect learning outcomes of learners at different levels of education. The information obtained and the findings will be used to assess how learners’ learning outcomes may be improved through a culturally sensitive approach that takes care of everyone’s interest on board. Specifically, the following research questions will be addressed: 1. Does cultural responsive pedagogy lead to student achievement? The research question will support the problem solving aim of the study in the following ways. First, the research question will prompt the assessment of learning methodologies in relation to the philosophy of education. The philosophy of education will then be analyzed through the prism of modern world where diversity has become quite unalienable from many social quarters. The study will them seek to answer the research question a series of analyses that assess learners actual outcomes and perceptions about cultural element in the learning environment. Literature Review Cultural issues in education have become quite common in the current world where technological and scientific advances have made the world a global village. A research done by Kana‘iaupuni et al. (2010) sought to find out culture-based education and its relationship to student outcomes among Native Hawaiian students. The study was conducted in the state’

Hypothesis Identification Analysis Essay Example | Topics and Well Written Essays - 500 words

Hypothesis Identification Analysis - Essay Example he independent variable was chosen by the researcher because the increase in the abuse of cigarettes and tobacco can be attributed to the marketing strategies of tobacco companies. Joint sponsorships between alcohol and tobacco companies contributed to the increased numbers of people using cigarettes and alcohol products at the same time. The promotion event targeted sporting events where the youth had interest in such as auto racing soccer and golf. Other events such as bar and night club events have been sponsored by the tobacco and alcohol companies to influence more people to use their products. The promotion programs are aimed at exposing the tobacco and alcohol products to the young adult potential smokers so that the companies can improve on their sales and profit margin (Jiang & Ling, 2011). The hypothesis statement was used to determine whether the increase in alcohol and cigarette abuse among young adults is due to marketing strategies of the tobacco and alcohol companies. The study found out that tobacco companies were able to offer discounted or free alcohol at Tobacco Company sponsored bar nights. The discounted or free alcohol is aimed at introducing more young adults into the usage of alcohol and tobacco products. For instance, the study found out that Marlboro promotional strategies were aimed at offering free beer to the young adults who bought their cigarette products so as to generate excitement and please the participants (Jiang & Ling, 2011). The hypothesis was accepted since the promotional and marketing strategies of the tobacco and alcohol companies were aimed at introducing more young adults into the usage of their products. The implications of the study are that tobacco and alcohol companies are contributing to the increasing deaths of young adults in the United States. Their marketing strategies only lead to more young people abusing tobacco and alcohol products. Tobacco and alcohol companies are only concerned with the sales they

Business Ethic and Corporate Social Responsibility Essay

Business Ethic and Corporate Social Responsibility - Essay Example Oil is a major contributor to greenhouse gases which results in climate change. The company is on a drive to become more socially responsible by not only reducing its carbon footprints but by improving the safety of its work environment and is employees. In so doing it seeks to reduce the number of accidents and fatalities as well as the number of oil spills, blowouts and flarings at its operations globally. Shell has faced a lot of criticisms from the communities in which it operates and non-governmental organizations (NGO’s) that are concerned about the companies safety practices, the environment and human rights. The company is currently working with communities, its partners and NGO’s in order to deal with potential impacts and also to share the benefits that derive from operations and projects. Shell’s Display of its Corporate Social Responsibility (CSR) According to the company’s CEO Vosser (2010, qtd. in Shell 2010), strong principles as well as the development of trust are fundamental to shells approach and the respect for human rights is deeply entrenched in the company’s General Business Principles which it proudly boasts as having being developed since 1976. Vosser (2010, qtd in Shell 2010) also reveals that the company has adopted transparency as a way of dealing with some of its problems at its operations in Nigeria which has been plagued by operational spills, spills arising from sabotage and spills arising from the theft of fuel. This allows it to keep track of spills in order to determine the main cause. With respect to safety, the company has signed up with the UN Global Compact LEAD which seeks to reinforce commitment by businesses to the principles of Global Compact. Shell has been a member of this group since 2000. The company’s safety measures has been heightened as a result of the BP Deepwater Ho rizon incident in the Gulf of Mexico which dominated the news all over the world in 2010 and the oil spill that resulted. Shell believes that it has the necessary skills and technical expertise to avert such a situation in its operations based on its stringent operating standards which it applies globally. This is a demonstration of its ability to operate in a socially responsible manner despite the diversity of challenges the company faces. Shell’s goal is zero fatality and zero accidents (Shell 2010). In terms of safety in its deepwater operations the company ensures that the persons employed in this area of its operations are properly trained and are competent to handle the requirements of the job. Shell’s focus on the environment lies in some key areas, including CO2, flaring, spills, and the company’s use of water. The company has invested in technology that will lead to more energy efficient refineries and chemical plants. To this end the company has devel oped carbon capture and storage technology to effectively reduce carbon emissions. The company is working assiduously to reduce gas flarings in Nigeria; one of its locations in which it seeks to tackle environmental problems head on. In order to assist in the improvement of standards and practices that may lead to environmental sustainability the company is working with some leading environmental organisations in the quest to adhere to proper environmental management of the energy sector. In addition to providing jobs and training for its employees, Shell also shares the benefits of its operations with the communities in which it operates by providing contracts for goods and services and by