Management 4330 Essay Example | Topics and Well Written Essays - 750 words

Management 4330 - Essay Example My management at Heritage appliances has been marred by some hardships after the management team that I selected decides to neglect their duties and instead if implementing the mandate of the organization allows the employees to be deviant such as allowing absenteeism and therefore lowering the production in the organization. According Whetten and Cameron (2011) to be a good manager should have the following qualities; - First he should lead by example, he should also believe in sharing, he should embrace vulnerability, understand technology and lead from the front (p. 7). I have use these qualities to address the problem and stream line things in the organization. I will use the knowledge in management and the information in the book to address the questions from the course. Being in a new environment I did not take my time to understand the working environment as I was chosen abruptly for the position. This means that I did not know the strategies that were being used to ensure that the employees were working hard and production was at its peak. This needs to be addressed and it would mean that I have to interact with employees more bypassing the management team that I have chosen that is lenient and not supporting my mandate as we seek to ensure that the organization is achieving its mandate. The management team also needs to be cautioned and warned for being lenient and advocating for such tricks which are lowering production. If need arises it would be important to lose some of them who are not ready to change and work for the organization to achieve its goals. Whetten and Cameron discusses the sources of personal power and positional power and how to maneuver in any workplace no matter how tricky it may prove to be (p. 288-298). I know how to lead by example and being hardworking will ensure that I can show the employees how to follow in my footsteps. I am also authoritative and this will help me in issuing my command and making sure that the

Marketing product Essay Example | Topics and Well Written Essays - 1000 words - 2

Marketing product - Essay Example The essay shall explore the various ways that S&H Distribution Ltd (shoes & heels) can employ to maximize its profits and gain a bigger market share. According to the UK Chartered Institution, Marketing is the management process, which identifies, anticipates and supplies customers’ requirements efficiently and effectively (Blick, 2010, 20). International marketing is the mix of these activities in the national boundaries. Firms branching into new markets should have marketing decisions. Notably, managers should consider four elements including how to identify, price, sell and distribute those products (Joshi, 2012, 41). These essential elements of international marketing are called marketing mix or the 4Ps. They include product, price, promotion, and place. Firstly, the product comprises the tangible and intangible features that meet consumers demand in diverse markets. Secondly, pricing develop policies that in revenue and strategically shape the competitive environment. Thirdly, promotion means devise ways to strength the desirability of the product or service to potential buyers. Fourthly, place is getting products and services into customers hands via transportation and merchandising. Marketing has evolved significantly over the years. What was once a simple concept to determine, explain and execute has now become an essential tool for any organization that wishes to become successful. Initially, there were the 4Ps, which included price, place, promotion and product. However, as the evolution of marketing continuous, several aspects have been incorporated into the marketing mix (Rama Moahana Rao, 2011, 162). They include physical evidence, processes, and processes. These extended elements represent the ever-changing factors that determine the marketing products. The changes in customer behavior and demographics also contribute to the addition of the 4Ps (Hougaard & Bjerre, 28). It is quite difficult to measure

Factors Causing High Employee Turnover Rates

Factors Causing High Employee Turnover Rates Staff Retention Human Resources Management Chapter 1 Introduction Employee turnover in the industry has become the custom today in the manufacturing, service and merchandising industry. Employees are moving from one form of employment to another because of several factors that the employers have not yet grasped. In this regard many industry players are busy defining ways to protect turnover of its employees. The most affected part of this is the merchandising industry. In the bid to prove influence in the fastest upcoming sector executives in the merchandising industry are fighting hard the high trend of their staff consistently changing jobs (Rueben 22). Today generating an atmosphere favorable and valued by all employees in the ever changing employee market may not be as pain-streaking as it may appear to the larger population. It engages a number of issues may make the brilliant minds that make up your staffs want to stay in the organization. A combination of this contribution may eventually lead to higher number of employees and thus reduce tur nover. The contributions made above require that they be performed in tandem for observable achievement to be achieved. Grasping the skill of staff retention requires that management delve deeply into what causes turnover of staff in institutions. Many questions should be put on the table in order to ascertain reasons why one would want to work in one organization and not prefer to work in another organization. The managements should not rest at that but proceed to look into the subsequent period that the employee has been absorbed into an organization. By asking these questions it is easy to discern that there are a lot of issues that have been left wanting for a long time. I find it easy to look at these issues by sympathizing with the employee and trying to assume his shoes at the company. This in real meaning requires doing proper research on standard ethical models that might be brought on board to encourage retention of employees. In the recent past the employers used to retai n employees. The confidence thus gained goes down well with those in the precincts of work thus offering them purpose and presence. Boosting the moral of workers is one way of improving confidence of staff. In this regard even the general productivity of the company of the company can be noticed. Working closely and collectively in addition grants the staff presence. Al in all its just a matter of saying thank you as morality demands. There are different styles of leadership in institutions that influence how relationships in the work place take place. People in leadership roles should be in the fore front in show wing proper codes of conduct to their employees, as opposed to taking the hind seat. In turn the employees may feel very motivated within the working environments that they are working. This enabling environment will thus lead to a sense of belonging by the individuals and cohesiveness thus leading to teamwork translating into a proud team. For one to retain staff he or she has to consider several important issues of the work place. Background Draper Co. Ltd. Found in 1987 is a sweater manufacturer that employs more than 100 people in Hong Kong. Since garment companies had bloomed in recent years. The role for merchandising people become more difficult and the manpower is short in the labor market. Draper is facing the problem of high staff turnover rate. In addition, with opening of the mainland market, many foreign enterprises had set up their merchandising sections in Hong Kong and some enterprises also invite Hong Kong garment companies to cope with their expanding business. As a result, the job vacancies of staff increased tremendously. Among the merchandising industry, garment sections are highest in demand for staff. This is due to the fast growing of the sectors as well as the high employee turnover rate and the lack of talent in the labor market. With the goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. Research Problems Initially, the establishment of the project required the involvement of different parties who would provide data and statistical analysis. The study required involvement of external organizations which would require them to allow access their staff to cooperate during the course of the research. Unfortunately some of these merchants turned down request to take part a little after the project was already initialized, it was quite unfortunate. The team of researchers contacted several nationwide merchandise groups to request them to take part in the research as a subsequent measure. Within a short period of time, two particular staff articulated formal concern and primarily arranged to play a part in the project but with the approval of the Board of Governors of their respectful organizations. The team of researchers used up considerable hours meeting with a variety of the team of people representing the staff and giving important information related to the research and showing present ations that highlight the scope of the study. An agreement was made with these staff that the research panel would conduct industry job and staff retention survey within the merchandise organization, rather than concentrating on organizational loop holes as it would imply that there are indeed loop holes, in their respective organizations which might not be the truly case. However because of various unpredicted situations including the falling ill of one of the team members who acted as coordinator of the research team and these respectful staff, the staff in the end made the decision to withdraw its cooperation, leaving operation of the research between a rock a rock and a hard place. The research team then informed the Draper Co. Ltd of the current problems and suggesting a different research method design that would still be in line aims of the project and the objectives outlined before the research was initially flagged off. In this respect, a decision was made to advertise acro ss various merchandise outlets to secure individual people working as staff to act as respondents from different retail outlets, thus eliminating the process of approaching company heads or Board of Governors for endorsement to guarantee a speedy and effortless contact with respondents. The Draper Co. Ltd was highly involved in endorsing the submission for change in the approach for the research. The research carried out by the team concerned conducting 100 partially controlled telephone interviews with staff from different merchandising firms including own staff at Draper Co. Ltd . The research method design of the survey was cautiously designed and conversant with preceding works that dwelled on employee equality and diversity concerns all over the work environment (e.g. Sutherland and Davidson, 1997). The design of the interviews was such that it could be in accordance with the aims and corresponding objectives of the Draper Co. Ltd and eventually deal with a array of concerns as well as the recognition of possible occupational improvement barriers and the recognition of approaches for conquering these limitations, chances for education and training, job promotions and provision for leadership. The partially controlled interview timetable was then stored in secure modules and safe websites secured with passwords, which eventually made it easy for members of the research panel to enter information directly into the research database and online pages, and at the same time carrying out interviews with respondents all over the merchandising industry. The details of the research methodology and what will be contained in the schedule for the research is described in the subsequent sections. Research Objective This study was led by a research team commissioned by the Draper Co. Ltd. The research team was selected by the management of the company with advice by the legal advice wing experts. It was agreed that 16 members be brought aboard the team of researchers. The main goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. The aims of the project were as follows: To examine two sets of potential causes of job turnovers and eventual staff retention mechanisms: firstly, those that impede the retention of workers in the organization and secondly, those that speeds the exit of the players from the organizations. Identify strategies for overcoming these barriers. Investigate the feasibility of constructing a national database, documenting the career paths of women in the merchandise industry. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. The objectives of the project were to: Investigate two sets of potential reasons for staff leaving the company: firstly, those that accelerate the exit of workers and staff and secondly, those that impede the efforts of retaining staff in the organization. Identify strategies for overcoming these reasons. Investigate the feasibility of constructing a company database, documenting the career paths of workers in the merchandise industry. Develop a promotion system, which is more sensitive to the needs of employees Develop an image of the company, which is based entirely upon team cohesion. Provide a concept of role models, which can be utilized by young employees to resolve possible work life balance conflicts. Produce a set of solutions, which can be applied to other retail settings. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. Research Questions: Why this company has high staff turnover rate Why staff relationship will make new comer difficult to fit in team work What relationship caused high staff turnover rate How to retain staff in this company Does the management policy affect staff retention? Does the company is responsive to employees needs and wants Does companys reputation retain staff? Terminologies Merchandising Retention Welfare Turnover Respondent Outsourcing Glass ceiling Dissertation Outlines Chapter 2 Literature Review 2.1 Introduction This Section looks at the main literature in this area. The first sections focus on the structure of merchandising and the broader profile of the sector. The section then moves on to its main concern which is the job retention of staff at junior and senior levels in merchandising. Merchandising is an economic sector, which has traditionally been associated with the employment of staff. Overall, 60% of staff are low skilled employees and 40% are highly skilled in terms of there educational background. Even as these figures show that the merchandising sector clearly employs a larger number of low skilled than the skilled, it is not a ‘balanced industry (Stillsmart, 2004). The representation of low skill workers in the merchandising sector however, follows a number of important patterns. Official statistics are used to highlight the predominance of staff in part time work in the merchandising sector and the under representation of a section staff at senior levels. According to Sti llsmart, (2004), official figures are general and are unlikely to provide a clear understanding of the dynamics relating to the position in which staff is employed in merchandising sector. The following sections therefore outline theories that have been offered to account for these disparities, particularly in relation to barriers for staff attempting to progress into senior management positions. An examination of managing diversity is then offered and potential mechanisms for ensuring merchandising organizations fully utilize the talents of all employees to maximize productivity is discussed. 2.2 The structure of the merchandising sector The merchandising sector is the largest private sector employer in the Hong Kong yet it is rarely recognized as such. Stillsmart (a not for profit organization, set up and part funded by Government to identify and address the skills needs of the Hong Kong merchandising sector), suggest that this is, possibly because its workforce is not concentrated in any particular region or locality. In fact, the merchandising sector is the largest public sector employer in the Hong Kong. Furthermore, Wang XI Inc is the Hong Kongs second largest employer after the Jubilee (Stillsmart, 2004). Overall, the merchandising sector employs three million people throughout the Hong Kong, which accounts for approximately ten per cent of employment throughout the Hong Kong. However, the structure of the industry is unusual, and is described by Stillsmart, as ‘hourglass shaped. The vast majority (95%) work in firms with less than ten employees. Consequently, there is significantly less (just over two th ousand) merchandising employers with more than fifty staff, reflecting the â€Å"hourglass shape† of the industry profile. 2.3 Job Retention and improvement Strategies The welfare reform programs of the 1990s moved many families from cash assistance into the work force. The strong economy provided an abundance of entry-level, low-skill job opportunities to support this transition. For most of these families, however, finding a job is only the first step in the difficult path toward self-sufficiency. Like other working parents, adults who leave welfare (â€Å"leavers†) often encounter barriers to job retention and advancement. Between 1994 and 2002, the welfare caseload declined drastically, by more than 2.5 million cases (or 50 percent). Simultaneously, the number of single mothers either divorced or never married— in the work force increased by more than 1.2 million (or 22 percent). Government welfare programs have been instituted to help keep women employed and off welfare. Job retention and improvement strategies are becoming increasingly important to state policymakers as unemployment rates rise and slowed economic growth, corpora te lay-offs, and hiring freezes limit job opportunities for parents who are moving into the work force. Current and former welfare recipients and those who dont have a strong attachment to the work force may find it more difficult to gain employment in hard economic times, thus increasing the demand for job retention and improvement services for those who currently are employed. 2.4 Present profile of turnover of employees Employment expectations have risen slightly in (Q1) from an already high level in Q4. Of the 514 sales executives surveyed, 54% expect to increase their hiring which is slightly up from 53% the previous. As the years go by, expectations have remained solid. The 54% planning to grow headcount this year is at the same level as Q1 2004, though there are some variations between the sectors surveyed. Companies are extremely confident about how they will perform in the next six months with 95% of respondents forecasting their companys performance to be excellent or good in the first half of 2007. Respondents in Hong Kong report higher levels of staff turnover than in any other market surveyed in Asia with 37% stating that turnover in the last twelve months has exceeded 10% (Hudson, 2007). Hudson, one of the worlds leading professional recruitment, outsourcing and capacity management solution providers, today released findings of its broad quarterly Hudson Report for Asia. With a status as a key socio-economic indicator in the present market since its Asia launch in September 2000, the survey has been built on the premise that employers expectations of an increase or decrease in staffing levels represent a significant indication of their optimism in the growth of their organization and their industry as a whole. The Hudson Report represents the expectations of over 1450 key employment decision makers from multinational organizations of all sizes in all major industry sectors, with 400 of these executives based in Hong Kong. 2.4 The general profile of employees in the merchandising sector Traditionally the merchandising sector is associated with the employment of low level and unskilled workers, the vast majority of whom work in the lower ranks of the organizational hierarchy. The profile of employees in merchandising also follows a number of other patterns. The merchandising sector for example employs a large proportion of young people. According to recent estimates 29% of those employed in the sector are between the ages of 16 to 24. This is compared to the overall economy figure of 14%. It has been suggested that this figure may be due to the popularity of merchandising as a part-time occupation for young people and students (Stillsmart, 2004). Merchandising is also a popular choice for older workers (persons over 55). In terms of ethnic minority employment, the merchandising sector employs a similar fraction to those figures available nationally (Stillsmart, 2004). Recent research has shown however, that certain recruitment practices may prevent ethnic minorities from gaining employment in merchandising organizations. For example a study for Birmingham and Manchester cities in Britain for example, found that employers might specify jobs as a matter of course that require the staff to work on Saturdays without realizing that a large pool of potential workers would be unable to work on this day as it is their Sabbath (Vector research, 2003). 2.4 The trends common in the merchandising sector Merchandising is an economic sector, which has customarily been associated with the employment of diverse people of different background. Overall, 55% of merchandising employees are women and 45% are men (Stillsmart, 2004). This gender factor in the merchandising sector remains fairly consistent throughout other nations and regions of the Hong Kong and this profile has been fairly consistent over the last 10 years. Skill level has also played a bigger part in influencing how long an employee is wiling to stay in a given organization. Better salaries in other organizations may lead to employees moving from their respective place of work in pursuit for better opportunities (Hudson, 2004). Level of qualification gives workers a broader scale of work opportunities that they willingly take into considerations. Stillsmart (2004) suggest that Hong Kongs larger ethnic population is likely to be the source of this greater proportion of the workers in the capital run by ethnic minorities may p roprietorship driven by highly skilled male people. It is important to note however, that the representation of retention in the merchandising sector follows a number of important patterns discussed in the subsequent sections. Firstly the prevalence of staff turnover in the merchandising sector will be discussed. Secondly, evidence will be presented to show the under representation of employee needs at senior levels within the merchandising sector. 2.4.1 The prevalence of staff turnover in the merchandising sector Statistics from Stillsmart (2004) indicate that merchandising sector employment occupy three quarters of all employment in the Hong Kong economic sector, which accounts for 40% of all employment. This is a significant figure when, compared to the economy overall, where only 25% of people are employed permanently. The other majority of those working are part time workers employed in sales and customer service occupations. Figure 2.1 outlines the proportion of full and part time employment in the merchandising sector by gender. Source: Survey by National Employment Institute 2.4.1.1 Job retention in the labor force as a whole The prevalence of staff turnover when compared with other sectors of the economy is particularly evident in the merchandising sector. This trend is also reflected in employment across the Hong Kong, particularly in the service industries. The numbers of staff entering the labor market has dramatically increased over the past thirty years and this rise in numbers has mainly been in by young people with low skill (Burke and Nelson 2002; Davidson and Burke, 2002). Because of this influx of young energetic minds quickly induces training for the staff. After gaining much needed experience then leave the industry for more lucrative jobs in other sectors. Youthful persons in the Hong Kong are far more likely than middle and old aged persons to work as part-timers (EAC, 2004). According to the National Office of Statistics, in 2005, 42% of young employees in the Hong Kong worked in the sector compared to just 9% of old people. Interestingly, the number keeps on increasing in the industry whe reas companies are reporting a high staff turnover hence posing a big threat to company survival in the highly competitive industry (EAC, 2004). Source: Survey by National Employment Institute 2.4.3 Explanations for the prevalence of staff turnover among staff in the merchandising sector Traditionally, the predominance of staff turnover is largely attributed to the level of education and other academic qualifications (e.g. those with degrees go for more lucrative jobs in other lucrative industries vacating there positions) traditionally occupied by them which limits the productivity of the company (Thompson, 2004; Stillsmart, 2004). When addressing the merchandising sector specifically, Lynch (2003) comments that it is the very nature of the merchandising industry that contributes to the high proportion of turnovers. In the merchandising industry, recruitment is largely secured from the local labor market, staff requirements vary due to seasonal demands and employees are often required to work unfriendly hours as outlets open longer. These are all factors that lead to the reduction of morale and interest in the jobs within any organizational sector, and specifically the merchandising sector. In addition, Lynch (2003) further suggests that due to these delimiting fact ors in the industry and the continuous fluctuation of workforce in particular, potential merchandising companies are provided with an available pool of labor that accepts inferior terms and conditions of employment, as staff attempt to resolve their need to educate and retain their staff. 2.4.3.1 The under representation of staff interests in the merchandising sector by executives and senior officials Official statistics show that there is a higher proportion of college educated in managerial and senior occupations in the merchandising sector than in comparison to the economy a whole. It is important to note, however, that if the representation of staff; male and female, skilled and unskilled were equal throughout the sector. Furthermore, low skilled staff tends to predominate in certain types of management positions including personnel, which are roles traditionally associated with low skilled. 2.5 Recruitment and Retention of Paid Staff It can be surely asserted that, paid staff is a vital part of the retail and merchandising sector. Lynch (2003) further suggests that almost half (40%) of Canadas estimated 161,000 nonprofit and voluntary organizations has least one paid staff member. The sector as a whole employs just over 25% of the total economy. Twenty percent of paid staff in merchandising organizations is in permanent positions and 56% work full-time. The survey asked all organizations involved about the challenges they face recruiting the type of paid staff they need. Twenty-eight percent of organizations said that this is a problem for them; 8% said that the problem is serious. Organizations with paid staff were also asked if they have problems retaining staff. Nineteen percent said that they do, with 8% saying that the problem is serious. As a group, problems relating to paid staff were reported less frequently than other types of capacity challenges. Nevertheless, challenges relating to paid staff are signi ficant for some organizations. 2.5.1 Size of Paid Staff Complement In general, the more paid staff an organization has, the more likely it is to report problems with staff recruitment and retention. Forty-one percent of organizations with 13% of paid staff members reported problems recruiting paid staff. This rises to 30% among organizations with 20 to 50 staff members, 63% among those with 100 to 500 staff members, and 73% among those with 1000 or more staff members. The relationship between the number of staff an organization has and staff retention problems is less pronounced. Seventeen percent of organizations with one to four staff members said this is a problem for them. This increases to 26% among organizations with 100 or more staff members (Stillsmart, 2004). Source: Survey by National Employment Institute 2.5.2 Reliance on Paid Staff Lynch (2003) suggests the greater the percentage of an organizations workforce that is comprised of paid staff (As opposed to volunteers), the more dependent on paid staff the organization can be said to be. The more reliant an organization is on paid staff, the more likely it is to report difficulties employing and retaining staff. Lynch (2003) further suggests that this relationship is particularly strong for staff recruitment. For example, among organizations in which staff makes up one-third or less of the workforce, 15% said that staff recruitment is a problem for them and 19% said that staff retention is a problem. Nevertheless, among organizations in which staff comprises two thirds or more of the workforce, 54% said that staff recruitment is a problem and 20% said that staff retention is a problem (Stillsmart, 2004).. Source: Survey by National Employment Institute 2.6 The Glass ceiling theory The under representation of minority group in management positions in the merchandising and other occupational sectors has led theorists to assert that a ‘glass ceiling exists. The minority in this case includes: physically handicapped, less educated and women. The term ‘glass ceiling is used to reflect the ability of and minorities to view the world above them but the metaphorical ceiling prevents the minorities from accessing the better opportunities they can view. This glass ceiling effect occurs when minorities with equivalent credentials as the other employees, i.e. those who traditionally occupy positions of power within organizations, are prevented from accessing top jobs simply because they have particularly weaknesses (Davidson, 1997; Powell, 1999; Konrad, Prasad and Pringle, 2004). Nevertheless, the proportion of minorities in management has increased over the past three decades in almost all countries and legislation in some countries (e.g. Affirmative Action L egislation in the U.S. and Canada) has contributed to this trend (Powell and Graves, 2003). Despite this encouraging increase, recent research by Catalyst (2005) has shown that the glass ceiling is firmly in place. In the U.K., seventy-eight Financial Times Share Index (FTSE 100) companies in 2004 had physically challenged directors, up 13% from the previous year. However, only eleven FTSE 100 companies had female executive directors, which was below the 2002 figure and twenty-two of the FTSE 100 boards in 2005 were all-male (Singh and Vinicrombe, 2005). These statistics largely reflect the experiences of white staff. It is important to highlight that black and ethnic minority staffs across the globe often face significant hurdles. Although there is a general lack of data on ethnicity and employment or physical handicap and employment, ethnic minority employees are under- represented at senior and professional levels in the labor market (Commission for Racial Equality, 2004). In Hon g Kong in 2004 for example, 17% of ethnic minority men were managers or senior officials compared to 10% of ethnic minority staff. The highest percentages of staff and men in these positions were Indian and Chinese (Commission for Racial Equality, 2004). Research has highlighted that a glass ceiling exists even in occupations where staff predominate. Approximately 90% of nurses, for example, are female but male nurses often experience greater career success than female nurses (Nursing and Midwifery Council, 2005). The number of women studying merchandise in England now outnumbers men (Davidson and Burke, 2004) but partners of top merchandise firms continue to be predominantly men. An examination of data from the top 10 ten merchandise firms in the Hong Kong in 2005 revealed that on average, 15% of female partners in the top 10 merchandise firms are women (The Merchandise Society, 2005). Recent research has highlighted that whilst women and physically challenged are now achieving mor e senior roles, they are more likely than men to find themselves on a ‘glass cliff (Haslam, 2005). According to Haslam (2005), this is because staff are more likely to secure positions of leadership when organizations are not performing at their optimum level. This means that their appointments are made under more risky circumstances which make them more uncertain. This suggests that not only do staff experience hurdles to achieving senior roles; they are placed under greater scrutiny and face increased pressures when they do reach leadership positions. The disadvantaged experience of the glass ceiling is an important area of study and has implications for the future development of talent in organizations of all sectors including merchandising. Research has shown for example that frustrated by the glass ceiling, many workers quit and start their own businesses (Powell, 1999; Davidson and Fielden, 2003). This can have a detrimental affect within organizations as competent and e xperienced staffs remove themselves from the selection pool. 2.5.1 Pay Differences However, research shows that staff leaders and staff at all levels of the workforce are generally paid less than men with equivalent skills, training and experience, for performing the same roles. In 2005, the percentage difference between the average hourly earnings of staff working full-time in Great Britain for example was 17.1 % (Equal Opportunities Commission, 2004). In the US, staffs earn approximately 77 cents for every dollar earned by men (Retailers Bureau data, 2000, in Nelson and Michie, 2004). The Equal Opportunities Commission in the U.K. (2005) highlights three main reasons for this pay difference. Firstly, there is discrimination in pay systems. Staff are paid less than men for performing the same roles. Secondly, ‘occupational segregation exists. Many employees is concentrated in low paid jobs. Thirdly, staffs assume caring responsibilities for children and other relatives/dependents, which affects their progression at work due to the lack of flexible working. 2.6 Perspectives on barriers to staff in management Authors have identified an array of complex factors that contribute to the existence and pervasive nature of the ‘glass ceiling. Three main perspectives have been offered to explain the adversity facing staff aspiring to senior levels within organizations. These are commonly referred to as the ‘person centered or ‘gender-centered approach (Powell, 1999), the organizational structure perspective (Fagenson, 1993; Kanter, 1977) and the social systems perspective. It is widely acknowledged that the glass ceiling is a result of a culmination of these three main perspectives (Omar and Da Factors Causing High Employee Turnover Rates Factors Causing High Employee Turnover Rates Staff Retention Human Resources Management Chapter 1 Introduction Employee turnover in the industry has become the custom today in the manufacturing, service and merchandising industry. Employees are moving from one form of employment to another because of several factors that the employers have not yet grasped. In this regard many industry players are busy defining ways to protect turnover of its employees. The most affected part of this is the merchandising industry. In the bid to prove influence in the fastest upcoming sector executives in the merchandising industry are fighting hard the high trend of their staff consistently changing jobs (Rueben 22). Today generating an atmosphere favorable and valued by all employees in the ever changing employee market may not be as pain-streaking as it may appear to the larger population. It engages a number of issues may make the brilliant minds that make up your staffs want to stay in the organization. A combination of this contribution may eventually lead to higher number of employees and thus reduce tur nover. The contributions made above require that they be performed in tandem for observable achievement to be achieved. Grasping the skill of staff retention requires that management delve deeply into what causes turnover of staff in institutions. Many questions should be put on the table in order to ascertain reasons why one would want to work in one organization and not prefer to work in another organization. The managements should not rest at that but proceed to look into the subsequent period that the employee has been absorbed into an organization. By asking these questions it is easy to discern that there are a lot of issues that have been left wanting for a long time. I find it easy to look at these issues by sympathizing with the employee and trying to assume his shoes at the company. This in real meaning requires doing proper research on standard ethical models that might be brought on board to encourage retention of employees. In the recent past the employers used to retai n employees. The confidence thus gained goes down well with those in the precincts of work thus offering them purpose and presence. Boosting the moral of workers is one way of improving confidence of staff. In this regard even the general productivity of the company of the company can be noticed. Working closely and collectively in addition grants the staff presence. Al in all its just a matter of saying thank you as morality demands. There are different styles of leadership in institutions that influence how relationships in the work place take place. People in leadership roles should be in the fore front in show wing proper codes of conduct to their employees, as opposed to taking the hind seat. In turn the employees may feel very motivated within the working environments that they are working. This enabling environment will thus lead to a sense of belonging by the individuals and cohesiveness thus leading to teamwork translating into a proud team. For one to retain staff he or she has to consider several important issues of the work place. Background Draper Co. Ltd. Found in 1987 is a sweater manufacturer that employs more than 100 people in Hong Kong. Since garment companies had bloomed in recent years. The role for merchandising people become more difficult and the manpower is short in the labor market. Draper is facing the problem of high staff turnover rate. In addition, with opening of the mainland market, many foreign enterprises had set up their merchandising sections in Hong Kong and some enterprises also invite Hong Kong garment companies to cope with their expanding business. As a result, the job vacancies of staff increased tremendously. Among the merchandising industry, garment sections are highest in demand for staff. This is due to the fast growing of the sectors as well as the high employee turnover rate and the lack of talent in the labor market. With the goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. Research Problems Initially, the establishment of the project required the involvement of different parties who would provide data and statistical analysis. The study required involvement of external organizations which would require them to allow access their staff to cooperate during the course of the research. Unfortunately some of these merchants turned down request to take part a little after the project was already initialized, it was quite unfortunate. The team of researchers contacted several nationwide merchandise groups to request them to take part in the research as a subsequent measure. Within a short period of time, two particular staff articulated formal concern and primarily arranged to play a part in the project but with the approval of the Board of Governors of their respectful organizations. The team of researchers used up considerable hours meeting with a variety of the team of people representing the staff and giving important information related to the research and showing present ations that highlight the scope of the study. An agreement was made with these staff that the research panel would conduct industry job and staff retention survey within the merchandise organization, rather than concentrating on organizational loop holes as it would imply that there are indeed loop holes, in their respective organizations which might not be the truly case. However because of various unpredicted situations including the falling ill of one of the team members who acted as coordinator of the research team and these respectful staff, the staff in the end made the decision to withdraw its cooperation, leaving operation of the research between a rock a rock and a hard place. The research team then informed the Draper Co. Ltd of the current problems and suggesting a different research method design that would still be in line aims of the project and the objectives outlined before the research was initially flagged off. In this respect, a decision was made to advertise acro ss various merchandise outlets to secure individual people working as staff to act as respondents from different retail outlets, thus eliminating the process of approaching company heads or Board of Governors for endorsement to guarantee a speedy and effortless contact with respondents. The Draper Co. Ltd was highly involved in endorsing the submission for change in the approach for the research. The research carried out by the team concerned conducting 100 partially controlled telephone interviews with staff from different merchandising firms including own staff at Draper Co. Ltd . The research method design of the survey was cautiously designed and conversant with preceding works that dwelled on employee equality and diversity concerns all over the work environment (e.g. Sutherland and Davidson, 1997). The design of the interviews was such that it could be in accordance with the aims and corresponding objectives of the Draper Co. Ltd and eventually deal with a array of concerns as well as the recognition of possible occupational improvement barriers and the recognition of approaches for conquering these limitations, chances for education and training, job promotions and provision for leadership. The partially controlled interview timetable was then stored in secure modules and safe websites secured with passwords, which eventually made it easy for members of the research panel to enter information directly into the research database and online pages, and at the same time carrying out interviews with respondents all over the merchandising industry. The details of the research methodology and what will be contained in the schedule for the research is described in the subsequent sections. Research Objective This study was led by a research team commissioned by the Draper Co. Ltd. The research team was selected by the management of the company with advice by the legal advice wing experts. It was agreed that 16 members be brought aboard the team of researchers. The main goal of identifying predictors of turnover, factors and employees intention to leave or stay with the company will be the major issue of Draper Co. Ltd. The aims of the project were as follows: To examine two sets of potential causes of job turnovers and eventual staff retention mechanisms: firstly, those that impede the retention of workers in the organization and secondly, those that speeds the exit of the players from the organizations. Identify strategies for overcoming these barriers. Investigate the feasibility of constructing a national database, documenting the career paths of women in the merchandise industry. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. The objectives of the project were to: Investigate two sets of potential reasons for staff leaving the company: firstly, those that accelerate the exit of workers and staff and secondly, those that impede the efforts of retaining staff in the organization. Identify strategies for overcoming these reasons. Investigate the feasibility of constructing a company database, documenting the career paths of workers in the merchandise industry. Develop a promotion system, which is more sensitive to the needs of employees Develop an image of the company, which is based entirely upon team cohesion. Provide a concept of role models, which can be utilized by young employees to resolve possible work life balance conflicts. Produce a set of solutions, which can be applied to other retail settings. Develop, publish and disseminate good practice guidelines and recommendations using reports, conference presentations, feedback seminars, academic journals and merchandise specialist and national press. Research Questions: Why this company has high staff turnover rate Why staff relationship will make new comer difficult to fit in team work What relationship caused high staff turnover rate How to retain staff in this company Does the management policy affect staff retention? Does the company is responsive to employees needs and wants Does companys reputation retain staff? Terminologies Merchandising Retention Welfare Turnover Respondent Outsourcing Glass ceiling Dissertation Outlines Chapter 2 Literature Review 2.1 Introduction This Section looks at the main literature in this area. The first sections focus on the structure of merchandising and the broader profile of the sector. The section then moves on to its main concern which is the job retention of staff at junior and senior levels in merchandising. Merchandising is an economic sector, which has traditionally been associated with the employment of staff. Overall, 60% of staff are low skilled employees and 40% are highly skilled in terms of there educational background. Even as these figures show that the merchandising sector clearly employs a larger number of low skilled than the skilled, it is not a ‘balanced industry (Stillsmart, 2004). The representation of low skill workers in the merchandising sector however, follows a number of important patterns. Official statistics are used to highlight the predominance of staff in part time work in the merchandising sector and the under representation of a section staff at senior levels. According to Sti llsmart, (2004), official figures are general and are unlikely to provide a clear understanding of the dynamics relating to the position in which staff is employed in merchandising sector. The following sections therefore outline theories that have been offered to account for these disparities, particularly in relation to barriers for staff attempting to progress into senior management positions. An examination of managing diversity is then offered and potential mechanisms for ensuring merchandising organizations fully utilize the talents of all employees to maximize productivity is discussed. 2.2 The structure of the merchandising sector The merchandising sector is the largest private sector employer in the Hong Kong yet it is rarely recognized as such. Stillsmart (a not for profit organization, set up and part funded by Government to identify and address the skills needs of the Hong Kong merchandising sector), suggest that this is, possibly because its workforce is not concentrated in any particular region or locality. In fact, the merchandising sector is the largest public sector employer in the Hong Kong. Furthermore, Wang XI Inc is the Hong Kongs second largest employer after the Jubilee (Stillsmart, 2004). Overall, the merchandising sector employs three million people throughout the Hong Kong, which accounts for approximately ten per cent of employment throughout the Hong Kong. However, the structure of the industry is unusual, and is described by Stillsmart, as ‘hourglass shaped. The vast majority (95%) work in firms with less than ten employees. Consequently, there is significantly less (just over two th ousand) merchandising employers with more than fifty staff, reflecting the â€Å"hourglass shape† of the industry profile. 2.3 Job Retention and improvement Strategies The welfare reform programs of the 1990s moved many families from cash assistance into the work force. The strong economy provided an abundance of entry-level, low-skill job opportunities to support this transition. For most of these families, however, finding a job is only the first step in the difficult path toward self-sufficiency. Like other working parents, adults who leave welfare (â€Å"leavers†) often encounter barriers to job retention and advancement. Between 1994 and 2002, the welfare caseload declined drastically, by more than 2.5 million cases (or 50 percent). Simultaneously, the number of single mothers either divorced or never married— in the work force increased by more than 1.2 million (or 22 percent). Government welfare programs have been instituted to help keep women employed and off welfare. Job retention and improvement strategies are becoming increasingly important to state policymakers as unemployment rates rise and slowed economic growth, corpora te lay-offs, and hiring freezes limit job opportunities for parents who are moving into the work force. Current and former welfare recipients and those who dont have a strong attachment to the work force may find it more difficult to gain employment in hard economic times, thus increasing the demand for job retention and improvement services for those who currently are employed. 2.4 Present profile of turnover of employees Employment expectations have risen slightly in (Q1) from an already high level in Q4. Of the 514 sales executives surveyed, 54% expect to increase their hiring which is slightly up from 53% the previous. As the years go by, expectations have remained solid. The 54% planning to grow headcount this year is at the same level as Q1 2004, though there are some variations between the sectors surveyed. Companies are extremely confident about how they will perform in the next six months with 95% of respondents forecasting their companys performance to be excellent or good in the first half of 2007. Respondents in Hong Kong report higher levels of staff turnover than in any other market surveyed in Asia with 37% stating that turnover in the last twelve months has exceeded 10% (Hudson, 2007). Hudson, one of the worlds leading professional recruitment, outsourcing and capacity management solution providers, today released findings of its broad quarterly Hudson Report for Asia. With a status as a key socio-economic indicator in the present market since its Asia launch in September 2000, the survey has been built on the premise that employers expectations of an increase or decrease in staffing levels represent a significant indication of their optimism in the growth of their organization and their industry as a whole. The Hudson Report represents the expectations of over 1450 key employment decision makers from multinational organizations of all sizes in all major industry sectors, with 400 of these executives based in Hong Kong. 2.4 The general profile of employees in the merchandising sector Traditionally the merchandising sector is associated with the employment of low level and unskilled workers, the vast majority of whom work in the lower ranks of the organizational hierarchy. The profile of employees in merchandising also follows a number of other patterns. The merchandising sector for example employs a large proportion of young people. According to recent estimates 29% of those employed in the sector are between the ages of 16 to 24. This is compared to the overall economy figure of 14%. It has been suggested that this figure may be due to the popularity of merchandising as a part-time occupation for young people and students (Stillsmart, 2004). Merchandising is also a popular choice for older workers (persons over 55). In terms of ethnic minority employment, the merchandising sector employs a similar fraction to those figures available nationally (Stillsmart, 2004). Recent research has shown however, that certain recruitment practices may prevent ethnic minorities from gaining employment in merchandising organizations. For example a study for Birmingham and Manchester cities in Britain for example, found that employers might specify jobs as a matter of course that require the staff to work on Saturdays without realizing that a large pool of potential workers would be unable to work on this day as it is their Sabbath (Vector research, 2003). 2.4 The trends common in the merchandising sector Merchandising is an economic sector, which has customarily been associated with the employment of diverse people of different background. Overall, 55% of merchandising employees are women and 45% are men (Stillsmart, 2004). This gender factor in the merchandising sector remains fairly consistent throughout other nations and regions of the Hong Kong and this profile has been fairly consistent over the last 10 years. Skill level has also played a bigger part in influencing how long an employee is wiling to stay in a given organization. Better salaries in other organizations may lead to employees moving from their respective place of work in pursuit for better opportunities (Hudson, 2004). Level of qualification gives workers a broader scale of work opportunities that they willingly take into considerations. Stillsmart (2004) suggest that Hong Kongs larger ethnic population is likely to be the source of this greater proportion of the workers in the capital run by ethnic minorities may p roprietorship driven by highly skilled male people. It is important to note however, that the representation of retention in the merchandising sector follows a number of important patterns discussed in the subsequent sections. Firstly the prevalence of staff turnover in the merchandising sector will be discussed. Secondly, evidence will be presented to show the under representation of employee needs at senior levels within the merchandising sector. 2.4.1 The prevalence of staff turnover in the merchandising sector Statistics from Stillsmart (2004) indicate that merchandising sector employment occupy three quarters of all employment in the Hong Kong economic sector, which accounts for 40% of all employment. This is a significant figure when, compared to the economy overall, where only 25% of people are employed permanently. The other majority of those working are part time workers employed in sales and customer service occupations. Figure 2.1 outlines the proportion of full and part time employment in the merchandising sector by gender. Source: Survey by National Employment Institute 2.4.1.1 Job retention in the labor force as a whole The prevalence of staff turnover when compared with other sectors of the economy is particularly evident in the merchandising sector. This trend is also reflected in employment across the Hong Kong, particularly in the service industries. The numbers of staff entering the labor market has dramatically increased over the past thirty years and this rise in numbers has mainly been in by young people with low skill (Burke and Nelson 2002; Davidson and Burke, 2002). Because of this influx of young energetic minds quickly induces training for the staff. After gaining much needed experience then leave the industry for more lucrative jobs in other sectors. Youthful persons in the Hong Kong are far more likely than middle and old aged persons to work as part-timers (EAC, 2004). According to the National Office of Statistics, in 2005, 42% of young employees in the Hong Kong worked in the sector compared to just 9% of old people. Interestingly, the number keeps on increasing in the industry whe reas companies are reporting a high staff turnover hence posing a big threat to company survival in the highly competitive industry (EAC, 2004). Source: Survey by National Employment Institute 2.4.3 Explanations for the prevalence of staff turnover among staff in the merchandising sector Traditionally, the predominance of staff turnover is largely attributed to the level of education and other academic qualifications (e.g. those with degrees go for more lucrative jobs in other lucrative industries vacating there positions) traditionally occupied by them which limits the productivity of the company (Thompson, 2004; Stillsmart, 2004). When addressing the merchandising sector specifically, Lynch (2003) comments that it is the very nature of the merchandising industry that contributes to the high proportion of turnovers. In the merchandising industry, recruitment is largely secured from the local labor market, staff requirements vary due to seasonal demands and employees are often required to work unfriendly hours as outlets open longer. These are all factors that lead to the reduction of morale and interest in the jobs within any organizational sector, and specifically the merchandising sector. In addition, Lynch (2003) further suggests that due to these delimiting fact ors in the industry and the continuous fluctuation of workforce in particular, potential merchandising companies are provided with an available pool of labor that accepts inferior terms and conditions of employment, as staff attempt to resolve their need to educate and retain their staff. 2.4.3.1 The under representation of staff interests in the merchandising sector by executives and senior officials Official statistics show that there is a higher proportion of college educated in managerial and senior occupations in the merchandising sector than in comparison to the economy a whole. It is important to note, however, that if the representation of staff; male and female, skilled and unskilled were equal throughout the sector. Furthermore, low skilled staff tends to predominate in certain types of management positions including personnel, which are roles traditionally associated with low skilled. 2.5 Recruitment and Retention of Paid Staff It can be surely asserted that, paid staff is a vital part of the retail and merchandising sector. Lynch (2003) further suggests that almost half (40%) of Canadas estimated 161,000 nonprofit and voluntary organizations has least one paid staff member. The sector as a whole employs just over 25% of the total economy. Twenty percent of paid staff in merchandising organizations is in permanent positions and 56% work full-time. The survey asked all organizations involved about the challenges they face recruiting the type of paid staff they need. Twenty-eight percent of organizations said that this is a problem for them; 8% said that the problem is serious. Organizations with paid staff were also asked if they have problems retaining staff. Nineteen percent said that they do, with 8% saying that the problem is serious. As a group, problems relating to paid staff were reported less frequently than other types of capacity challenges. Nevertheless, challenges relating to paid staff are signi ficant for some organizations. 2.5.1 Size of Paid Staff Complement In general, the more paid staff an organization has, the more likely it is to report problems with staff recruitment and retention. Forty-one percent of organizations with 13% of paid staff members reported problems recruiting paid staff. This rises to 30% among organizations with 20 to 50 staff members, 63% among those with 100 to 500 staff members, and 73% among those with 1000 or more staff members. The relationship between the number of staff an organization has and staff retention problems is less pronounced. Seventeen percent of organizations with one to four staff members said this is a problem for them. This increases to 26% among organizations with 100 or more staff members (Stillsmart, 2004). Source: Survey by National Employment Institute 2.5.2 Reliance on Paid Staff Lynch (2003) suggests the greater the percentage of an organizations workforce that is comprised of paid staff (As opposed to volunteers), the more dependent on paid staff the organization can be said to be. The more reliant an organization is on paid staff, the more likely it is to report difficulties employing and retaining staff. Lynch (2003) further suggests that this relationship is particularly strong for staff recruitment. For example, among organizations in which staff makes up one-third or less of the workforce, 15% said that staff recruitment is a problem for them and 19% said that staff retention is a problem. Nevertheless, among organizations in which staff comprises two thirds or more of the workforce, 54% said that staff recruitment is a problem and 20% said that staff retention is a problem (Stillsmart, 2004).. Source: Survey by National Employment Institute 2.6 The Glass ceiling theory The under representation of minority group in management positions in the merchandising and other occupational sectors has led theorists to assert that a ‘glass ceiling exists. The minority in this case includes: physically handicapped, less educated and women. The term ‘glass ceiling is used to reflect the ability of and minorities to view the world above them but the metaphorical ceiling prevents the minorities from accessing the better opportunities they can view. This glass ceiling effect occurs when minorities with equivalent credentials as the other employees, i.e. those who traditionally occupy positions of power within organizations, are prevented from accessing top jobs simply because they have particularly weaknesses (Davidson, 1997; Powell, 1999; Konrad, Prasad and Pringle, 2004). Nevertheless, the proportion of minorities in management has increased over the past three decades in almost all countries and legislation in some countries (e.g. Affirmative Action L egislation in the U.S. and Canada) has contributed to this trend (Powell and Graves, 2003). Despite this encouraging increase, recent research by Catalyst (2005) has shown that the glass ceiling is firmly in place. In the U.K., seventy-eight Financial Times Share Index (FTSE 100) companies in 2004 had physically challenged directors, up 13% from the previous year. However, only eleven FTSE 100 companies had female executive directors, which was below the 2002 figure and twenty-two of the FTSE 100 boards in 2005 were all-male (Singh and Vinicrombe, 2005). These statistics largely reflect the experiences of white staff. It is important to highlight that black and ethnic minority staffs across the globe often face significant hurdles. Although there is a general lack of data on ethnicity and employment or physical handicap and employment, ethnic minority employees are under- represented at senior and professional levels in the labor market (Commission for Racial Equality, 2004). In Hon g Kong in 2004 for example, 17% of ethnic minority men were managers or senior officials compared to 10% of ethnic minority staff. The highest percentages of staff and men in these positions were Indian and Chinese (Commission for Racial Equality, 2004). Research has highlighted that a glass ceiling exists even in occupations where staff predominate. Approximately 90% of nurses, for example, are female but male nurses often experience greater career success than female nurses (Nursing and Midwifery Council, 2005). The number of women studying merchandise in England now outnumbers men (Davidson and Burke, 2004) but partners of top merchandise firms continue to be predominantly men. An examination of data from the top 10 ten merchandise firms in the Hong Kong in 2005 revealed that on average, 15% of female partners in the top 10 merchandise firms are women (The Merchandise Society, 2005). Recent research has highlighted that whilst women and physically challenged are now achieving mor e senior roles, they are more likely than men to find themselves on a ‘glass cliff (Haslam, 2005). According to Haslam (2005), this is because staff are more likely to secure positions of leadership when organizations are not performing at their optimum level. This means that their appointments are made under more risky circumstances which make them more uncertain. This suggests that not only do staff experience hurdles to achieving senior roles; they are placed under greater scrutiny and face increased pressures when they do reach leadership positions. The disadvantaged experience of the glass ceiling is an important area of study and has implications for the future development of talent in organizations of all sectors including merchandising. Research has shown for example that frustrated by the glass ceiling, many workers quit and start their own businesses (Powell, 1999; Davidson and Fielden, 2003). This can have a detrimental affect within organizations as competent and e xperienced staffs remove themselves from the selection pool. 2.5.1 Pay Differences However, research shows that staff leaders and staff at all levels of the workforce are generally paid less than men with equivalent skills, training and experience, for performing the same roles. In 2005, the percentage difference between the average hourly earnings of staff working full-time in Great Britain for example was 17.1 % (Equal Opportunities Commission, 2004). In the US, staffs earn approximately 77 cents for every dollar earned by men (Retailers Bureau data, 2000, in Nelson and Michie, 2004). The Equal Opportunities Commission in the U.K. (2005) highlights three main reasons for this pay difference. Firstly, there is discrimination in pay systems. Staff are paid less than men for performing the same roles. Secondly, ‘occupational segregation exists. Many employees is concentrated in low paid jobs. Thirdly, staffs assume caring responsibilities for children and other relatives/dependents, which affects their progression at work due to the lack of flexible working. 2.6 Perspectives on barriers to staff in management Authors have identified an array of complex factors that contribute to the existence and pervasive nature of the ‘glass ceiling. Three main perspectives have been offered to explain the adversity facing staff aspiring to senior levels within organizations. These are commonly referred to as the ‘person centered or ‘gender-centered approach (Powell, 1999), the organizational structure perspective (Fagenson, 1993; Kanter, 1977) and the social systems perspective. It is widely acknowledged that the glass ceiling is a result of a culmination of these three main perspectives (Omar and Da

Analysis Of Racism In Huck Finn Essay -- essays research papers

To teach or not to teach? This is the question that is presently on many administrators' minds about The Adventures of Huckleberry Finn by Mark Twain. For those who read the book without grasping the important concepts that Mark Twain gets across "in between the lines", many problems arise. A reader may come away with the impression that the novel is simply a negative view of the African-American race. If we believe that Huck Finn is used only as a unit of racism we sell the book short. I feel that there is much to be learned about Blacks from this book and it should not be banned from the classroom. This is only one of many themes and expressions that Mark Twain is describing in his work. I believe that in Huck Finn slavery is used as insight into the nature of blacks and whites as people in general. Overall, the most important thing to understand is that Mark Twain is illustrating his valuable ideas without pushing them upon the reader directly. I believe that â€Å"Huck Finn† teaches a reader two important lessons about the true nature of people. Throughout the book, one of these main lessons is that Blacks can be just as caring as whites. The white characters often view the blacks as property rather than as individuals with feelings and aspirations of their own. Huck comes to realize that Jim is much more than a simple slave when he discusses a painful experience with his daughter. Jim describes how he once called her and she did not respond. He then takes this as a sign of disobedience and beats her for it. Soon realizing that she is indeed deaf, he comforts her and tries to make up for the act of beating. The feeling that Jim displays shows Huck that Jim has a very human reaction and the fact Jim says, "Oh Huck, I bust out crying....'Oh the po' little thing!" (Twain 151), only further proves to Huck that Jim is as caring as he is. Huck's realization allows him to see that Jim is no longer the ordinary sl ave. The point where Huck completely changes his attitudes towards blacks comes when he is faced with the dilemma of turning Jim in. Huck fights with his conscience and also remembers the things that Jim has done for him. "I'd see him standing my watch on top of his'n, stead of calling me, so I could go on sleeping; and see him how glad he was when I come back out of the fog; and when I come to him again in the swamp, up there wher... ...nable that ignorance and be a victory for racism and not a loss. To consider banning this novel simply because it has situations and characters that are considered racist is superficial. The novel does show the relationships between blacks and whites in the nineteenth century. However, it shows these situations not to promote racism against blacks, but for the reader to better understand the subject. The character of Jim is shown to be caring and considerate towards Huck and more mature and human than the society allows him to be. Although he is shown to be this way, Twain shows the irony and hypocrisy of treating a mature man like simple property. The novel also shows how a boy, who is a product of this hypocritical society, comes to realize the true nature of his friend Jim and how deranged the societies beliefs are. In showing these ironic situations and the transformation that Huck goes through the reader sees racism in a real life setting. People who want to ban the book miss the idea entirely. Instead of getting rid of something that is supp osedly racist, they only perpetuate racism by denying others a good source of material on the subject.

Comparison Italy vs Spain in Crisis

Comparison Spain vs. Italy Similarities * Left-centred coalition government * Member of the EU * Low birth rate * High immigration * Declining competitiveness * Latin, Mediterranean (used to take siestas), highly emotional citizens * High costs, low productivity firms (likely to be overtaken by Chinese competition) * Low spending on R&D * Poor educational system Differences * Italy has a high black economy, Spain does not (tax deficits for Italy) * Spain: monarchy and democratic * Italy: republic Corruption percentage index (Italy: 6. 5 and Spain 4. 8) * Unemployment rate (Italy: 10. 7% Spain: 25. 1%) How did Italy and Spain become struggling economies? Spain * Real estate crash Nearly every Spanish representative did heavily investments in the real estate market. So there was an illegal connection between reforms undertaken and unnecessary low interest rates concerning the housing sector in their own interest. Cajas, which are semi-public banks, are the most involved banks, whic h lenthuge amounts of money to the real estate sector.Those real estate companies went bankrupt. This was followed by a huge price increase of housing done by the cajas, since they needed to get their money back. * Increase in unemployment * Huge trade deficit (increasing oil prices, lack of resources) * High inflation rate (caused by real estate price increase and family indebtedness increase) Italy * High governmental debt (118% of GDP) * Very difficult to start businesses -> high bureaucracy and sluggish justice system * Very weak economy Weak investment, elderly population, poor regulations (->less increase in productivity) * Very low annual growth rate (lower than the rate of interest it pays) -> causes a huge governmental debt * Due to a bad outlook and insecurities of Italy the interest rate increased tremendously for Italy * If nobody will lend to Italy, then Italy cannot repay its debts. And if Italy cannot repay its debts, then nobody will lend to it. (Vicious cir cle) What procedures did the government do to decrease the effects of the crisis? Italy * Monti tries to boost growth in Italy â‚ ¬10 billion of savings should be reinvested to boost growth * New policy: reduced tax to encourage firms to hire women and young workers * Full-scale liberalisation of shopping hours (to stimulate consumer spending) * â‚ ¬3. 8 billion for infrastructure projects (to attract FDI) Spain: * Restructuring Spain’s banking sector A lot of small and weak banks have had to merge by larger banks. This caused a job loss by 11% in this sector. Bankia, Spain's fourth-largest bank is now part nationalised this caused a huge governmental money spending to save the bank. * RecessionTo get help from the market (borrowing funds) would be too cost intensive (high interest rates). So Spain had to ask for financial help at euro members. So far Spain does not want a full bailout or rescue, to avoid another increase in interest rates and close supervision of the S panish finance system. So far the government decided for: a 12% average cut in ministerial spending, freeze in public sector pay for the third consecutive year, new independent authority to monitor government finances, increase in pensions, new 20% tax on lottery wins, new car scrappage scheme. Ms Saenz de Santamaria said that efforts to close the government's deficit would focus more on spending-cuts than tax rises. * The only areas of spending to increase in 2013 would be pensions, student scholarships and interest payments. (to calm the Spanish citizen) * Government tries to reduce the deficit to 6. 3% of the GDP this year. *BUT, government said that tax revenues will be higher than budgeted for this year, so they are expected to increase by a further 3. 8% in 2013. Analysis – Spain * Since the big real estate bubble was mostly caused by the government and politicians, they also should help Spain to overcome the crisis. Spain’s rescue plan so far is to cut governmen tal spending and reduce taxes. This should stimulate consumer spending, which will help the market to get in a better flow again. At the other hand by requesting a potential bailout plan from the EU, Spain makes its citizens and its potential investors highly insecure. The potential bailout plan indicates that Spain is not able to overcome the crisis by itself and herewith no foreign investors and no loans out of the market with acceptable interest rates will be further available for Spain. At the moment Spain cannot come out of the crisis by itself. Due to this, help will be needed. As mentioned above, Spain already requested a potential bailout plan, which is not yet requested by the Spanish government, to prevent an increase in interest rates and a strict observation and regulation of the Spanish governmental actions. * It is inevitable that Spain quickly decides about a crisis plan, which should be strictly followed for the next years. * In my opinion Spain needs to use a bailou t package to save its banking sector.By this action, the government would show its citizens, who are mostly unemployed and highly indebted, that it takes actions to get Spain out of the crisis. The government already tried to be more neoliberal by not intervening a lot and just helping the banking sector out by providing financial rescue help („lightâ€Å" bailout). This financial aid did not solve the problem in depth. At this point of time the Spanish population needs security provided by the government to become more active again. * It will be a difficult procedure to intervene with more cuts and reforms.Many reforms will touch the welfare state, such as pensions, education and health. * A further intervention would probably cause a further erosion of popular support for the EU and might lead to a formation of a new-formed government lead by technocrats. * BUT: Spain needs more jobs, to decrease its high unemployment rate. * To achieve that, the government should subsidize firms, which create jobs for Spanish citizens. Also Spanish government already took over its biggest bank, this could be a start to get control over important and big institutions, in connection with job creation. Spain should provide a mixture of private businesses, which receive subsidies if they create new jobs and state owned or partly owned firms to control the issue of unemployment better. * More employment and lower taxes would then stimulate the consumer spending, which would be followed by a highly stimulated and profitable economy.* Now it is the turn of the government to spend more and reduce taxes as long as the private sector is ready to take the economy forward (Keynesian theory) * If the Spanish economy and the market cools down FDI will continue to come in, which is also a positive fact. As far the market is not as ttractive for foreign investors, the government could also create subvention plans for them. * I am positive about Spain’s FDI future, since Spain is located in the gateway to the Mediterranean, North Africa and Latin America, its labour market provides young and qualified workers, so far the VAT and the Corporate Tax rebate system is relatively low in comparison to the other EU countries. (FDI is a very important source for Spain, it counts for 44% of its GDP, and 7% of employment) Analysis Italy * After Adam Smith every country should specialize in the sector where its competitive advantage is the biggest.But in the case of Spain and Italy there is no huge competitive advantage in a certain sector. So I would propose the theory of David Ricardo. He suggested focusing on a comparative advantage, which means that less efficient countries can still benefit from free trade if they export those products where they have the least productivity disadvantage. * In order to overcome governmental debt, the Italian government cut governmental spending, froze on public-salaries and stopped tax increases. * It also reformed the labour ma rket to overcome the high unemployment rate. Those actions were all caused by the government, which leads to the assumption that the government holds the control over all future market actions. (Keynesian approach) * The Italian government also plans a new structure of the tax system that includes a greater level of control concerning tax evasion. The tax structure is going to be more growth friendly, which includes diverting income from the wealthy to the lower paid citizen, this should increase the consumer spending. (Keynesian approach) -> Stimulating consumer spending leads to Porters Diamond Italy after 1945 again.The Demand Conditions, which were very sophisticated in Italy, should be improved again. * In April 2012, the government proposed a labour market reform. This reform needs to be adopted as soon as possible to overcome Italy? s competitive loss with trade partners. (->Improve competitiveness) * The government also introduced fiscal incentives focusing on the empl oyment of women (action on childcare and elderly care facilities). Elderly Italian women are forced to find work since the pensionable age will rise by five years between 2012 and 2018. ->Fostering employment) ->Factor Conditions after Porter Diamond * Another beneficial step for SMEs the government took is that companies can exclude the notional return on new injections of equity capital from taxable income. This will increase the size of firms of SMEs and investments in innovation. Italy? s economic strength lies in processing and manufacturing goods of SMEs. (->Governmental investment and policies to increase the international competition of Italy) -> Porter Diamond-Related Supporting Industries * The government also forms policies to financially help SMEs at their R&D division.This will trigger firm- specific advantages, which can be useful for Italy? s USP at the global market. (New Trade Theory, Dunning)Bibliography Online Sources for Spain: http://www. bbc. co . uk/news/business-16290598, retrieved 22. 10. 12 http://www. bbc. co. uk/news/business-17549970, retrieved 22. 10. 12 http://www. bbc. co. uk/news/business-19733995, retrieved 22. 10. 12 http://www. ibtimes. com/can-mariano-rajoy-save-spain-its-financial-crisis-797237, retrieved 22. 10. 12 http://www. telegraph. co. uk/finance/financialcrisis/9549245/Debt-crisis-politicians-drive-bank-union-but-markets-focus-on-Spain. html, retrieved 22. 10. 2 http://www. ft. com/cms/s/0/bad90798-07f4-11e2-9df2-00144feabdc0. html#axzz2AK2iKiR2, retrieved 22. 10. 12 http://sizemoreletter. com/spains-new-austerity-plan-what-does-it-mean/, retrieved 22. 10. 12 http://www. presstv. ir/detail/2012/09/02/259497/spain-calls-for-key-action-for-euro-crisis/, retrieved 22. 10. 12 http://www. bloomberg. com/news/2012-07-24/spain-debt-costs-seen-unfounded-after-berlin-crisis-talks. html, retrieved 22. 10. 12 http://www. economywatch. com/world_economy/spain/export-import. html, retrieved 22. 10. 12 http://ecfr . eu/content/entry/commentary_the_eurocrisis_a_spanish_perspective, retrieved 22. 10. 12

Tasha’s Case Write Up

Case 1: Tashas, Franchising the Boutique Cafe Experience 1. Why did Natasha Sideris succeed with her first â€Å"Tashas† cafe and with her initial expansion? I think the main reason behind her success is her passion for this job. She is clearly loving every moment of owning a restaurant. She was also able to communicate this passion to the customers as well as the staff. She was very focused on the service side of the business, and saw it as the main driver. The way she insists on customers’ not waiting more than 20 minutes for the food, which is cooked right after they ordered it. The location of the restaurant is another key driver of her success. Opening up a store in a very rich business district’s shopping center is a very good investment. And finally access to financing was very important as well. The initial expansion was a success because she was able to differentiate the new store from the first one. The new store was designed to cater the needs of the customers of that specific area. . Evaluate Sideris’ expansion plans. What advice would you give her at the time of the case? I personally believe that having 15-20 stores in the same country is not a good idea. It may be a financially viable idea, as it seems from the case, but there is a great risk of diluting the brand. Taking into consideration the population of South Africa as well as the number of people who actually have enough money to go to cafes and restaurants, having 20 Tashas Cafes doesn’t seem reasonable to me. Coming from Turkey, which is showing similar economic trends with South Africa for the recent years and facing similar income distribution problems, I have been observing boutique cafes and restaurants expand to never more than 10 restaurants nationwide. Sideris offers high-end products at high-end locations and her customer base is not very big. I think she has to be more conservative about her approach to expanding, and she should look into decreasing the risk of cannibalizing and diluting the brand.

census essays

census essays The plan for the 2000 census will make an unprecendent effort to contact every living person living in the United States and will contact more people than in any previous census. With statistical methods for nonrespondents, the Census 2000 will be the most complete accounting of the U.S. population ever. Statistical Sampling should not be a partisan issue . It is an American issue. It's about making sure that every American really and literally counts. It's about gathering fair and accurate information that we absolutely have to have if we are going to determine who we are and what we have to do to prepare all our people for the 21st century. We do a census every 10 years. Even the first time, when Thomas Jefferson sent federal marshals on horseback, we relied on the system of going to the households to count these people (Riche 34). As the years continued on and the population grew, It began to be more time consuming and progressively more expensive. In 1970, we started counting people by mail. We asked that Americans fill out the census forms and then send them back for processing (Riche 34). This is the current method in use. We know that the census missed 8 million Americans living in inner-cities and in remote rural areas in 1990 (Clinton par.3 ). We also know that we double-counted 4 million Americans, many of whom had their own home (Riche 34). The census missed 482,738 in the state of Texas; 66,748 of them in Houston alone (Clinton par. 3). With the current method of the census, the problem are not getting solved. Congress concluded in 1990 that the census failed on two grounds: It cost too much and measured two few people (Riche 35). Inaccurate information causes some of the biggest problems. For example, the United way recieves generous grants for very wealthy individuals. If the census is inaccurate, then it has an indirect effect on private ...

buy custom Global Wine War essay

buy custom Global Wine War essay The issues affecting the wine industry included the resource differences between wine producing countries of the Old World in comparison to the New World wine producers such as the US and Australia. Previously established sales volumes were affected by inefficiencies in distribution and marketing, as well as changes in wine tastes and preferences. The value chain of wine in the old world consisted of small-scale producers of grapes who sold to vintners. The vintners produced and sold the wine in bulk to merchant negociants that were in charge of blending and mass distribution. Such a long value chain drove the price of wine to unusually high levels, thus reducing its marketability. In order to prevent the problem, the governments and wine producers in these countries should merge their capacity for producing grapes and processing their wine. It could be achieved by formation of cooperatives for harvesting grapes and producing wine in order to reduce the losses resulting from the many intermediaries involved in the trade. Such producer cooperatives would be able to develop economies of scale in their production, thus providing the wine in the market at lower prices than individual producers do. It would enable wineries to reconcile growing grapes with the production of wine. It would also encourage producers to improve the quality of their grapes by reducing of quantity or using high quality seeds for their vines. It would also increase the ability of the producers to handle exports through reduction in packaging and other costs such as transportation (Foster Spencer, 2002). Reduction of Government Regulation Another strategy that would enable the wine producers to capture the mass market is the reduction of regulation in the market. Government regulations on aspects such as assignment of vintage quality level were meant to ensure the quality of wine. These measures also increased the entry barriers in the market. The variation in wine segments in the market resulted in highly differentiated categories of products with little movement across the segments. This made it difficult for the wine makers to progress in their production from one category to another. Despite the rigidity of these measures and the uniqueness developed for the different wines from different parts, the measures did not ensure quality, and thus it would be beneficial for the market if the regulations were made less stringent. The reduction in regulations for the wine producers would enable the different producers to access the market with their products. It would also reduce the barriers to entry in the market, thus enabling the production of wine at lower production costs. It would enable the wine producers to experiment with new processes and grape growing techniques. Allowing the wine producers to use specialized methods and equipment such as irrigation would boost the production of grapes. It enables the production of large quantities in order to enjoy economies of scale. It also reduces the cost of production and losses resulting from spoilage or poor weather conditions. These factors would enable the production of wine in a more conducive environment, thus increasing productivity and lowering the overall costs to the producers. Reduction of regulations would also allow the application of processes and techniques of viniculture such as night harvesting and strategic pruning. It would also reduce the variations in vintage quality as the producers could be able to guarantee relatively steady quality in their grapes. Branding and Marketing The increase in consumers with unsophisticated tastes and the reduction of experienced connoisseurs forced wine producers to shift their focus. The traditional wine producers should respond to this trend by producing wines that are attractive to consumers unaccustomed to wine. It would enable them to market to the larger segments that do not have much experience with wine. Mass appeal of wine in the market would enable producers to increase their market penetration and acceptace, thus improving sales. It would also be beneficial in reducing the negative effects of reduced market for specialty wines. Growth in the new markets such as Argentina, China, Japan, and Taiwan provided new market opportunities for wine producing countries. The new opportunities in these markets, however, would be of great benefit to those wineries that produce wines with a mass appeal. Many wine importing countries have also increased their consumption (Vrontis, Thrassou, Czinkota, 2011). Thus, wine producer s should target them in their production in order to ensure their growth. The wine producers should focus on the competition emanating from other drinks such as beer and liquor. The threat posed by these competitors is significant, and the wine producers and marketers should come up with strategies that address the norms and perceptions of consumers. It would be essential in convincing consumers of other beverages to consume more wine. Marketing strategies should address to the shifts in the market demand. Marketing for the wine should be differentiated depending on the target countries in order to ensure that the strategies respond to the culture, trends and demographics of the country. It would increase the effectiveness of the marketing strategies and enable the wine producers to improve their sales. Proper identification of wine varieties in ways that are easy for consumers to identify and relate is also necessary in increasing the efficiency of marketing. Despite the changes in tastes and preferences, the demand for premium wine has been on the rise a nd the wine producers should consider this fact in their marketing strategies. The consumption of premium wines has been on the rise, and, thus, the market should respond by producing more wine and marketing it with an emphasis on quality differentiation. Selling quality, as opposed to price competitiveness, would be an essential strategy in ensuring the survival of the wine producers because of the cyclical nature of the wine market. The marketers should move their strategies in relation to changes in trends in the market (Draskovic et al., 2011). Issues such as health benefits, laws on drinking, and the differences in preferences for white and red wines should also be considered in the production and marketing decisions. The preferences of consumers in relation to grape varieties also need to be considered in the marketing strategies implemented by wine marketers. Branding strategies are essential in enabling the marketing of different products. Producers in old wine producing countries should have a branding strategy that enables them to reach the target markets. Because of the large number of producers for wines such as Bordeaux, few of them could support adequate brand strategies in order to market their products. The success of government-supported classifications for branding was limited because of low consumer confidence resulting from the little brand awareness. The complexity of government brand strategies resulted in the low level of consumer confidence, as well as a reduction of consumer confidence in the standards as assurances of quality. Therefore, individual wine makers should brand their wine adequately in order to create consumer confidence and improve their prospects (Draskovic et al, 2011). Government classification schemes are intricate and require knowledge about reputation, vintage, and regions, which was previously hard t o find. Advantages and Disadvantages of the Strategies Formation of Cooperatives Advantages of cooperative formation. The strategy of different producers cooperating in order to pool their production would be beneficial in enabling wine producers to reduce their operating costs. It would also reduce the loss of value for producers in the value chain. It is due to the fact that these producers will have the capacity to process their wine without the use of intermediaries. Control over quality would also be increased because of the involvement of the wine producer in all aspects of the production and distribution chain. Collection of grapes for processing by a large cooperative would result in economies of scale in the operational processes. It would also increase the bargaining power of the producers in the market, thus enabling them to get better pay for their work (Foster Spencer, 2002). It would also increase the efficiency of the wine producers in exporting their produce. Disadvantages of Cooperatives Formation. The main disadvantage of forming cooperatives for grape farmers would be the reduction of autonomy of the individual producers. it would result in the mass production of wine, thus removing the aspect of wine character or uniqueness based on origin of vines. It might reduce the variability in vintages from different vineyards, thus reducing the variety available to consumers. It would also result in standardization of wines produced, thus removing the uniqueness of different wines because of the use of similar varieties of grape seeds in the vineyards. Reduction of Government Regulation Advantage of government regulation reduction. Reducing government regulation in the market would benefit the industry by removing entry barriers. Reducing government regulation would also enable wine producers to use innovative methods of producing wine or growing grapes in order to improve vineyard productivity. Wine producers in the Old World countries would also be able to use innovative methods of producing wine, managing vineyards and other equipment in order to ensure the quality of wine. These measures would result in high quality grapes and wine, as well as reduction in the variability of vintages. Such strategy would ensure that supply is always high, and the standard of wine produced can be guaranteed. Disadvantages of government regulation reduction. One of the disadvantages of reducing government regulation is the reduction of variability in vintages. It, according to the critics, would result in reduction in the varieties of wine and, thus, its spontaneity. Other methods used for increasing the productivity of grapes and vineyards would also result in reduced differentiation across the different types of wines. It is because of usage of similar technology and processes in the production of wine across the different countries. It would result in few noticeable differences in wine produced in the Old World wine producing countries and the New World wine producing countries. Mass Marketing and Branding Strategies Advantages of mass marketing and branding strategies. The use of modern branding and marketing strategies by wine producers would result in increased revenues for the wine producers and their ability to reach the markets. Producing what consumers want would result in the company being able to survive in the market despite the cycles in consumer preferences and demands. Focusing on competition in the market would also be beneficial to the wine industry by convincing consumers to purchase wine. Proper identification and branding of wines also increases consumer confidence because of the control provided by the producers in relation to the quality of wine. As well, it enables the producers to guarantee the quality of their wine, thus improving sales and market share (Vrontis, Thrassou, Czinkota, 2011). Implementing marketing strategies in line with trends in the market would be beneficial in enabling the Old World wine producers to survive in the market. Disadvantages of mass marketing and branding strategies. Mass marketing of wine and its branding have the potential to produce the effect of losing some niche markets. High-end premium wines are preferred because of their rarity and difficulty of locating. Branding and mass marketing would increase their availability, thus reducing their luxury value. Mass marketing and use of grape variety in branding may result in reducing the significance of the region of origin in the naming of wine (Foster Spencer, 2002). Consequently, it may reduce the value of the wine, especially in the domestic markets. Buy custom Global Wine War essay

An Overview of Political Conservatism

An Overview of Political Conservatism Principles Ideologies Political conservatism is a term applied to people who believe in: Economic liberty and the central role of free enterprise in American societyA small, non-invasive governmentA strong national defense focused on protection and the fight against terrorism The most influential national political organization for conservatives in the US is the Republican party, although the recent Tea Party phenomenon is perhaps the most tightly aligned with the ideologies mentioned above. There are also many advocacy groups that focus on the promotion of these initiatives. Ancillary Principles Ideologies Conservatives are often wrongly equated with the Christian-right. For years, social conservatives held a firm grip on the Republican Party and by extension the entire conservative movement. For religious conservatives, the principles and ideologies mentioned above are ancillary to the wedge issues that threaten Christian culture. These include: Traditional family values and the sanctity of marriageA commitment to faith and religionThe right to life for every human being While many mainstream conservatives agree with these concepts, most believe they are secondary to the core tenets mentioned previously. Political Leaders Most conservative political leaders tend to be Republican. In most cases, Republican politicians seek to gain the trust of the conservative community. President Ronald Reagan was perhaps the modern conservative movements most important political leader. He ushered in a number of socially conservative initiatives and is widely regarded as the icon of political conservatism. The father of modern conservatism, who was known as Mr. Conservative, was Barry Goldwater. Other conservative leaders have included notable figures such as Newt Gingrich, Robert Walker, George H.W. Bush and Strom Thurmond. Conservative Justices, Media Intellectuals Outside Congress and the White House, the Supreme Court and the national media have a strong influence on US conservative politics and perspectives. Supreme Court Justices William Rehnquist, Antonin Scalia, Clarence Thomas, Samuel Alito and judge Robert Bork have all had a major impact on the interpretation of law. In the media, Rush Limbaugh, Patrick Buchanan, Ann Coulter, and Sean Hannity are seen as the conservatives whose opinions have tremendous influence today. In the 20th Century, Russell Kirk and William F. Buckley Jr. were perhaps the most influential and highly regarded conservative intellectuals. Campaigns Elections To be an effective political leader, a conservative must first run an effective campaign. Perhaps no other campaign has been as important to the conservative movement as the one run in 1964 between Mr. Conservative Barry Goldwater and Democrat Lyndon B. Johnson. Although Goldwater lost, the principles he fought for and the legacy he left have resounded with conservatives ever since. Nevertheless, conservatives who run campaigns today often appeal to social conservatives, using abortion, the second amendment, the sanctity of marriage, school prayer and the War on Terror as the key planks in their political platforms. War on Terror In the 20th Century, the Vietnam war stiffened the resolve of conservatives to never again suffer defeat at the hands of a foreign enemy. The War on Terror began with the attack on 9/11, and conservatives remain largely divided about what the battle parameters should be. Most believe the War on Terror must be won at all costs. The decision to invade Afghanistan to search for Osama bin Laden found favor with many conservatives as did the invasion of Iraq to find al Queda operatives. Despite liberal opposition, conservatives see victory in Iraq as the key front in the war against international terrorism. Division of Church State Because conservatives have such a strong belief in small, non-invasive government, most believe the state shouldnt dictate morality or interfere with the church. Conversely, they believe that although government should be free of religion, it shouldnt be free from religion. To conservatives, school prayer isnt an exercise of the institution, but of the individual and should, therefore, be allowed. Most conservatives oppose the idea of a welfare state and believe the government should regulate standards, not appropriate funding, since private organizations are often better equipped to deal with social problems. Abortion Stem Cell Research For social conservatives, no other issue is as important as abortion. Christian conservatives believe in the sanctity of all life including embryos and believe it is morally wrong to abort living fetuses. Consequently, the pro-life movement and the fight against abortion rights is often incorrectly equated with the conservative movement as a whole. While most conservatives are pro-life, the issues gray areas make it as highly debatable inside the conservative movement as they do anywhere else. Still, most conservatives believe abortion is the same as murder and, like murder, should be against the law. Capital Punishment The death penalty debate is another very controversial issue among conservatives. Opinions vary and depend mostly on what type of conservative ideology the person espouses. Compassionate conservatives believe in the Christian concept of forgiveness and compassion, whereas other types of conservatives believe that when justice for murder is delivered, the punishment should fit the crime. In most cases, conservatives believe the well-being of the victim is more important than that of the criminal, and thus capital punishment is justified. Others believe in rehabilitation and a life of repentance and service to God. Economy Taxes Libertarians and Constitutionalists are natural fiscal conservatives due to their desire to reduce government spending, pay off the national debt and shrink the size and scope of government. Although the Republican Party is most often credited with reducing government waste, but big-spending from the most recent GOP administration has hurt the partys reputation. Most conservatives identify themselves as fiscal conservatives because of their desire to deregulate the economy through lower taxes and incentives for small businesses. Most conservatives believe the government should leave the private sector alone. Education, Environment Foreign Policy The most important education issue concerning conservatives has to do with how the theories of creation and evolution are taught in schools. Social conservatives believe that, at the very least, the biblical concept of creation should be taught as an alternative to the evolution theory. More radical creationists believe evolution shouldnt be taught at all because it undermines the notion of mankind being created in Gods image. Another issue is school vouchers, which give parents the freedom to choose which school their children should attend. Conservatives are largely in favor of education vouchers, believing it to be their right to choose where their children receive their education. Conservatives have traditionally argued that global warming was a myth, but recent scientific evidence has indicated it to be a reality. In the face of these overwhelming studies, some conservatives still cling to the idea that it is a myth and that the statistics are skewed. Other conservatives, such as crunchy conservatives, advocate for a cleaner, greener way of living and are in favor of providing the private sector with economic incentives to reduce pollution and develop alternative fuel sources. When it comes to foreign policy, conservatives are divided on this issue as well. Paleoconservatives take a largely non-interventionist approach to foreign policy, but neoconservatives believe that failure to intervene in international affairs is tantamount to isolationism and as such, stokes the flames of terrorism. Conservative Republicans in Washington are mostly neoconservatives, who support Isreal and the War on Terror.