Research Topics

How Visual Images Reflect and Shape a Society’s Values and Attitudes

How Visual Images Reflect and Shape a Society’s Values and Attitudes   Striking and memorable visual images, whether of artworks, photographs or a combination of the two that are displayed and seen in print, television, movies or online have a way of influencing people’s perception of the subject as is and its relevance or relationship with the broader spectrum of society and the environment. Graphic images of newsworthy events can sway national and international public opinion one way or the other, because they are easily understood and appreciated by all, including the illiterate sectors of different nations. Images can also be used for promoting a personality or political candidate, a social or political message, a commercial product or service and some cause or movement. At the same time, the public is also aware of the persuasive tone of these images.   Visual thinking is necessary in order to absorb a visual image fully and be influenced by it. Visual thinking refers to the cognitive processes used in arranging visual information in the mind or the capacity to understand through the eyes, which involves the creation and apprehension of images through such elements as shape, balance, color and expression.[1]   Visual communication is faster than textual communication because 93 percent of communication is nonverbal and people process visuals 60,000 times faster than text. The human brain decodes language in a linear, sequential way that takes more time to process than its simultaneous deciphering of an image’s elements. Visual images enhance understanding, recollection and retention of the presented material or message and affect the emotions and attitudes of viewers. All these factors play a role  in the thinking  and decision making of the intended audience. The annual spending of  large organizations to find the right imagery for their concerns amount to the billions of dollars, as in the allocation by the U.S. military of 8 million to increase its brand identity and annual recruitment in 2003, and the spending of 9 million by Nike to promote its image and product line in 2001. Graphics is an essential component in the obtaining of new government business by companies like Northrop Grumman and Raytheon, where national flag and eagle symbols are included in proposal covers because of their patriotic emotional appeal to government evaluators.[2]   This is not to say that graphic communication is better than text. The combination of words and visual elements can communicate more effectively, than if either means is used alone, and ensures maximum connection with all viewers.[3]   However, people in the modern world also recognize the artifice of visual images. Visual artists of course are given the freedom to express their own view on any subject under the sun and their works are accepted as they are, regardless of whether they are liked  or not. In terms of a still photograph, which portrays realistically what the camera sees, people are now proud to know that there is much room for the photographer to inject his own point of view on his/her photographed subject, and that this picture can be fabricated, manipulated and packaged according to his/her wishes.[4]   Initially the photograph held promise as the ultimate realistic document of life, but  almost from its inception, the camera came to be seen as an instrument of artifice, posing and fakery.[5] In a chair illusion photograph,[6] the visual image pictured is real, but only if viewed by the observer from a particular position. In order to effectively promote Katie Couric as CBS evening news presenter, her figure was made slimmer in her official photographic image.[7] Buildings and plumes of smoke were altered in images of bombings in the 2006 Israel-Lebanon conflict to suit some political purpose.[8]   The continuing development of visual images has extended the authentic documentation function of photography to a place where reality can be subverted on an unprecedented scale.[9] 		 		 		 		[1] Robert N. St. Clair, “Visual 		Metaphors, Visual Thinking and the Organization of Cognitive Space”, <http://epistemic-forms.com/Visual-Thinking.htm>  		[accessed 13 May 2011] 		 		 		 		[2] Mike Parkinson, “The Power of 		Visual Communication”, Billion Dollar Graphics, 2007, <http://www.billiondollargraphics.com/infographics.html>  		[accessed 13 May 2011] 		 		 		 		[3] ibid 		 		 		 		[4] Kiku Adatto, “Picture 		Perfect: The Art and Artifice of Public Image Making”, (Basic Books, 		A Division of 		HarpersCollins Publishers Inc., 1993) p. 2  		 		 		 		[5] ibid 		 		 		 		[6] “Chair Illusion”, Brain 		Games, 2011, <http://games.yahoo.com/braingames/brain-teasers-games/chair-illusion-689>  		[accessed 13 May 2011] 		 		 		 		[7] “Top 15 Manipulated 		Photographs”, Listverse, 19 October 2007, 		<http://listverse.com/2007/10/19/top-15-manipulated-photographs/>  		[accessed 13 May 2011] 		 		 		 		[8] ibid 		 		 		 		[9] Kiku Adatto, p. 23 Credit:ivythesis.typepad.com

How Visual Images Reflect and Shape a Society’s Values and Attitudes

How Visual Images Reflect and Shape a Society’s Values and Attitudes Striking and memorable visual images, whether of artworks, photographs or a combination of the two that are displayed and see…

MSC (Public Health) Assessing the impact of waterborne diseases as a result of climate change in Liberia: a case study of marshall wetlands 2005-2011.

Assessing the impact of waterborne diseases as a result of climate change in Liberia: a case study of marshall wetlands 2005-2011. Climate directly impacts the occurrence of waterborne disease through effects on the water temperature and precipitation frequency and intensity.  “These effects are pathogen and pollutant specific, and risks for human disease are markedly affected by local conditions, including regional water and sewage treatment capacities and practices. Domestic water treatment plants may be susceptible to climate change leading to human health risks. For example, droughts may cause problems with increased concentrations of effluent pathogens and overwhelm water treatment plants; aging water treatment plants are particularly at risk. Urbanization of coastal regions may lead to additional nutrient, chemical, and pathogen loading in runoff. (Waterborne Diseases.  http://www.cdc.gov/climatechange/effects/waterborne.htm, retrieved 13 April, 2011.)” There is still a lot more to be discovered about the impacts of weather and climate on specific pathogens.  Climate also indirectly impacts waterborne disease through changes in ocean and coastal ecosystems.  Changes in the pH, nutrient and contaminant runoff, salinity, and water security are imminent.  This affects and results in the degradation of fresh water for drinking, washing food, cooking, and irrigation.  Developing and emerging economies are the most affected because a majority of their population still relies on water from untreated surface water of rivers, streams and other open sources. “Ecosystem degradation from climate change will likely result in pressure on agricultural productivity, crop failure, malnutrition, starvation, increasing population displacement, and resource conflict, all of which are predisposing factors for increased human susceptibility and increased risk of waterborne disease transmission due to surface water contamination with human waste and increased contact with such waters through washing and consumption. Climate change may also affect the distribution and concentrations of chemical contaminants in coastal and ocean waters, for example through release of chemical contaminants previously bound up in polar ice sheets or sediments, through changes in volume and composition of runoff from coastal and watershed development, or through changes in coastal and ocean goods and services. Both naturally occurring and pollution-related ocean health threats will likely be exacerbated by climate change. Other climate-related environmental changes may impact marine food webs as well, such as pesticide runoff, leaching of arsenic, fluoride, and nitrates from fertilizers, and lead contamination of drinking and recreational waters through excess rainfall and flooding. (Waterborne Diseases.  http://www.cdc.gov/climatechange/effects/waterborne.htm, retrieved 13 April, 2011.)” The following is a list of food or waterborne diseases and water contact diseases in Liberia: Hepatitis A - viral disease that interferes with the functioning of the liver; spread through consumption of food or water contaminated with fecal matter, principally in areas of poor sanitation; victims exhibit fever, jaundice, and diarrhea; 15% of victims will experience prolonged symptoms over 6-9 months; vaccine available. Hepatitis E - water-borne viral disease that interferes with the functioning of the liver; most commonly spread through fecal contamination of drinking water; victims exhibit jaundice, fatigue, abdominal pain, and dark colored urine. Typhoid fever - bacterial disease spread through contact with food or water contaminated by fecal matter or sewage; victims’ exhibit sustained high fevers; left untreated, mortality rates can reach 20%. water contact diseases acquired through swimming or wading in freshwater lakes, streams, and rivers: Leptospirosis - bacterial disease that affects animals and humans; infection occurs through contact with water, food, or soil contaminated by animal urine; symptoms include high fever, severe headache, vomiting, jaundice, and diarrhea; untreated, the disease can result in kidney damage, liver failure, meningitis, or respiratory distress; fatality rates are low but left untreated recovery can take months. Schistosomiasis - caused by parasitic trematode flatworm Schistosoma; fresh water snails act as intermediate host and release larval form of parasite that penetrates the skin of people exposed to contaminated water; worms mature and reproduce in the blood vessels, liver, kidneys, and intestines releasing eggs, which become trapped in tissues triggering an immune response; may manifest as either urinary or intestinal disease resulting in decreased work or learning capacity; mortality, while generally low, may occur in advanced cases usually due to bladder cancer; endemic in 74 developing countries with 80% of infected people living in sub-Saharan Africa; humans act as the reservoir for this parasite. (Liberia Major Infectious Diseases.  http://www.indexmundi.com/liberia/major_infectious_diseases.html, retrieved 13 April, 2011.)” UNICEF and FACE Africa (with the support of their celebrity ambassadors) are two organizations working to bring clean water and improve sanitation conditions in Liberia.  “UNICEF and its partners have introduced a far-reaching new initiative to reduce the number of Liberian families falling ill and dying from unsafe water.  The initiative – which is supported by UNICEF, Population Services International (PSI) and the Ministry of Health and Social Welfare – will promote the use of basic hygiene and safe water. WaterGuard™, a household water treatment solution, is now available for all Liberians at risk of preventable waterborne diseases such as cholera, diarrhea and typhoid. (Liberia launches safe-water campaign to prevent disease outbreaks.  http://www.unicef.org/infobycountry/liberia_51417.html, retrieved 13 April, 2011.)”  FACE Africa is an organization that works specifically to bring clean water and improve sanitation in Liberia.  Celebrities such as Dikembe Mutombo (NBA player), Whitney Port (TV personality), and Marcus Samuelson (Chef) are making an impact on the movement to rebuild Liberia. In so doing, lives that are lost from preventable water-borne diseases in Liberia can now be secured.  Healing the wounds from years of war and violence in Liberia will take a concerted effort by local governments and NGOs. But, water is an indisputable facet of this effort of restoring Liberia and protecting its civilians.  Celebrities are stepping up the plate for the FACE Gala and combating infrastructural inequities that threaten to cripple a country. Now that’s something worth walking the red carpet for.  (Celebrities Raise Awareness About H20 Issues in Liberia.  http://www.waterwideweb.org/celebrities-raise-awareness-about-h20-issues-in-liberia.html, retrieved 13 April, 2011.)   Credit:ivythesis.typepad.com

MSC (Public Health) Assessing the impact of waterborne diseases as a result of climate change in Liberia: a case study of marshall wetlands 2005-2011.

Assessing the impact of waterborne diseases as a result of climate change in Liberia: a case study of marshall wetlands 2005-2011.

The Marketing Strategy of HSBC

The Marketing Strategy of HSBC Overview of the Industry and Organization             There is no doubt that one of the key financial centers in the world is Hong Kong (KPMG, 2010). Hong Kong has one of the largest representations of the international banks in the world. Statistics showed that 71 out of the 100 largest banks in the world are presented in Hong Kong. In addition, Hong Kong is considered as the 9th largest international banking center in terms of the volume of the external transactions, and it is considered as the second largest in Asia after Japan. The banking industry of Hong Kong plays a vital role in the establishment of Hong Kong as a major loan syndication center in China. Furthermore, banking sector is also considered as one of the important sector which contribute to the status of Hong Kong as the 7th largest foreign exchange center in the world (LowTax.net, n.d.).             At the end of June of 2010, there were a total of 146 licensed banks, 24 restricted license banks and 27 deposit-taking companies in business. Thus, there are a total of 200 authorized institutions that are operating in a comprehensive network of 1,600 local branches. Furthermore, there are 70 local representative offices of overseas banks in the region. With these, the sector contributes to a total of 80,000 employments. And the entire assets of banking totaled to US trillion (LowTax.net, n.d.).             HSBC Holding PLC is considered as one of the largest banking groups in the world. It’s headquarter is located in London (Temporis, 2005). The Hong Kong and Shanghai Banking Corporation Limited was established by Scot Thomas in Shanghai in March 1865, in order to finance the growing trade between China and Europe. It was incorporated in Hong Kong by special dispensation from the British Treasury under the Hong Kong and Shanghai Bank Ordinance 1866 (Temporis, 2005). Soon after its formation, the bank opened agencies and branches around the globe. Although the said network had reached as far as Europe and North America, the company focuses on building up representation in China and the rest of the Asia-Pacific region (HSBC, 2009).             HSBC’s strategic direction reflects its position as the world’s local bank, with its exceptionally international customer base. The combination of local knowledge as well as international extent is supported by a substantial financial capability founded on balance sheet strength, mainly recognized to the scale of the retail deposit bases of the Group. The company is increasingly reshaping its business by investing in faster growing markets and more in developed markets, as well as by focusing on business which have international connectivity (HSBC, HSBC – Fact Sheet, 2008). PEST Analysis             PEST analysis stands for Political, Economic, Social and Technological analysis, which is considered as a useful strategic tool in understanding the macro-environment, which includes the growth potential of a market, strategic positioning, possible growth and direction for the company (Krach, 2008). Political Factors             The banking system in Hong Kong is characterized by 3-tier system, which is formed by 3 forms of banking institutions, which include licensed banks, restricted licensed banks and deposit-taking companies. The last is operating under different restrictions.             In addition, the banking sector of Hong Kong is highly open. Thus, it gives other international banks to enter the sector. Economic Factors             The banking and financial service industry in the region has become successful due to the non-discriminatory low tax regime. Thus, business profits are taxed at a maximum rate of 16.5% whereas employee pays a maximum tax on salaries of 15%. Low rates of tax are due to the absence of different types of taxation. In addition, in the region, there are no withholding taxes, no taxes on the interest, no capital gains taxes, no sales tax or VAT. Furthermore, the incomes which arise outside the jurisdiction are also not taxable in Hong Kong due to the territorial principle. Social Factors             Currently, the world is becoming more and more dependent to modern technology. In Hong Kong and other parts of the globe, consumers or clients are becoming more and more dependent to Internet banking and mobile banking, which enables them to transact with the bank, i.e. withdraw cash, pay, etc., by using the Internet and/or their mobile phones. Thus, it is considered as the current trends in the industry of banking. Technological Factors The growing popularity of e-banking or Internet banking with the help of the Internet, intranet and extranet also influence the industry. Another important factor is the popularity and advancement of many handheld devices and the protocols and standards in mobile Internet.                         References   Krach, U. P. (2008). Secrets of successful speculation. Ulrich Krach.   KPMG (2010). Banking. Retrieved on 7th November, 2010, from KPMG website: www.kpmg.com/cn/en/WhatWeDo/Industries/Financial-Services/Pages/Banking.aspx   LowTax.net. Hong Kong banking. Retrieved on 7th November, 2010, from LowTax.net website: www.lowtax.net/lowtax/html/hongkong/jhkbanking.html   Credit:ivythesis.typepad.com

The Marketing Strategy of HSBC

The Marketing Strategy of HSBC

Management paper of Honda Motors

TABLE OF CONTENTS     Brief Overview of Honda Motors ________________________ page 2   The Question answered (1b) ____________________________ page 3   A. Performance management of Honda ____________________ pages 4-7 B. Adopting a unique style of Management _________________ page 8 B.1 Management Organization ____________________________ pages 9-14   B.2 Preparing for the Future _____________________________ pages 15-20         Business organizations have been subject to enormous pressures over the past few years, with major underlying structural changes in industry sometimes concealed behind the short-term issues of recession. There will be no simple solutions and success will depend, as always, on the soundness of the strategic decisions taken by top management, and the ability of the organization to implement those strategies and would push the human resource aspects of the business to the fore, even without the added complication of continued change and the pressures that this brings. HRM needs to become even more strategic in the way it operates. In effect it needs to be driven by the business needs of the organization, but without losing sight of the critical value and importance of people in making strategies become reality.   Brief Overview of Honda Motors   Honda Motor Co., Ltd. operates under the basic principles of “Respect for the Individual” and “The Three Joys”, commonly expressed as The Joy of Buying, The Joy of Selling and The Joy of Creating. Respect for the Individual” reflects our desire to respect the unique character and ability of each individual person, trusting each other as equal partners in order to do their best in every situation. Honda Motor Ltd. has remained on the leading edge by creating new value by providing products of the highest quality at a reasonable price for worldwide customer satisfaction. The Company has grown to become the world’s largest motorcycle manufacturer and one of the leading automakers. Honda develops, manufactures and markets a wide variety of products ranging from small general purpose engines and scooters to specialty sports cars, to earn the Company an outstanding reputation from customers worldwide.       1b) Describe and critically assess the practices of your chosen organization in relation to two of the following:   a)    reward & recognition b)   performance management c)    employee welfare d)   work design e)    management style     Honda has introduced an operating officer system, aimed at strengthening both the execution of business operations at the regional and local levels and the supervision by the Board of Directors. The term of office of each director is limited to one year, and the amount of remuneration payable to them is determined according to a standard that reflects their performance in the Company. Our goal in doing this is to maximize the flexibility with which our directors respond to changes in the operating environment. With respect to business execution, Honda has established a system for operating its organizational units that reflects its fundamental corporate philosophy. For example, separate headquarters have been set up for each region, business and function and a general manager from the Board of Directors or an operating officer has been assigned to each headquarters and main division. In addition, the Management Council deliberates important matters concerning management, and regional operating councils deliberate important matters concerning management of their respective regions. Honda’s basic policy emphasizes the appropriate disclosure of company information, such as by disclosing financial results on a quarterly basis and timely and accurately giving public notice of and disclosing its management strategies. Honda will continue raising its level of transparency in the future.       A. Performance management of Honda   Creating advanced new technologies and products Through leading-edge research and development, Honda continuously creates original technology that opens up new possibilities in mobility. Honda is always tackling new challenges for the current and future benefit of individuals, society and the environment.   Research and Development for the future Honda is constantly involved in the research and development of technology that will benefit people in the future. These technologies range from new materials and new sources of energy, including mass-produced solar panels, to new power trains that maximize joy while minimizing environmental impact. They also include advances in biotechnology, such as Honda’s work in decoding the rice genome for application in various fields. Honda is studying human anatomy and physiology, as well, in its efforts to produce innovative products that enhance safety in various ways.   ASIMO lends a hand In 1986, Honda began conducting original research and development toward the creation of biped humanoid robots that will serve society in harmony with humans. The latest ASIMO, introduced in 2005, employs new posture control technology that allows it to run and move in concert with a human partner. Able to carry objects, it can also handle various reception and delivery tasks. ASIMO continues to evolve and will soon acquire the abilities to turn around and run 6km/h, making it an even better partner for humans.       Reaching for the skies One of Honda’s earliest dreams was the development of jet planes. In pursuit of this dream, Honda recently established Honda Aero Inc. and developed a compact jet engine that has passed the experimental stages. The manufacture and procurement of components for this jet engine will be handled by a joint venture between Honda and General Electric.   Next-generation power trains Honda’s Automobile Research and Development Center in Japan includes research facilities dedicated to the development of next-generation power trains. Here, Honda engineers are developing new means of propulsion that may one day contribute to human mobility. Consistent quality worldwide Honda is a global company with manufacturing operations and sales networks all over the world. Furthermore, our products are enjoyed by people in numerous countries. This global success is built upon the renowned quality of Honda’s products and made possible by the passion and dedication of Honda associates everywhere. Wherever you are, you can always count on the quality of Honda products.   Localizing production to meet local needs Honda began manufacturing motorcycles in Belgium in 1963. In 1982, Honda became the first Japanese automaker to produce passenger cars in the U.S. Since then, Honda has established independent local operations around the world for research, development, marketing and production. Through the introduction of Honda’s flexible manufacturing system, Honda continues reducing the time and resources necessary to launch new models into production and improving the efficiency of manufacturing operations that meet regional needs. Moreover, the grouping of production processes into cohesive units has improved the working environment, raised product quality, and further accelerated production. In the future, Honda plans to further localize the production of engines and key components for automobiles, motorcycles, and power products, while simultaneously raising quality and efficiency and accelerating our response to the dramatically changing world. Inspiring their customers By creating products and services that highlight the core values that make Honda unique, we would like to provide our customers with joy and excitement beyond their expectations. Honda will continue to create such inspiring experiences for our customers by offering mobility that is always ahead of the times. In this way, Honda products will be loved and enjoyed by customers of all generations.    Expanding New Values for customers worldwide The ultimate goal of Honda’s sales activities worldwide is to satisfy our customers so that they will continue to come back for more Honda quality products. That’s why they put heartfelt effort into our services, responding to changing values and increasingly sophisticated needs. They’re always working to improve the quality of our customer relations providing friendly and attentive sales, responsive service support, thorough maintenance and repairs so customer satisfaction constantly grows. Honda also continues to develop sales and service systems best suited to community needs. In that way, “life with a Honda” brings new joy to people and places worldwide. Starting in Japan in 2006, Honda will unify our multiple car-dealership channels into a single Honda sales channel seeking to strengthen the Honda brand, enhance customer satisfaction and help ensure lifetime customer loyalty.     B. Adopting a unique style of Management The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality. So it was with Soichiro Honda, in many ways the least typical of the post-war Japanese economic victors: but simultaneously the most visible archetype of the success of Japanese business culture, though an eccentric one. ‘Mr Honda’, said one baffled journalist, ‘ is a management executive who always wears red shirts and tells naughty stories when drinking.’ The drinking was important to Honda. In his early sixties, the great man admitted that he didn’t understand computers. The fact that he couldn’t keep up with the technology was only one factor in his decision to take relatively early retirement. Five years later, Honda came of technological age with the Japanese market in recession, Honda invested in German, Swiss and American machine tools, reckoning that they were the best in the world. He then ‘reverse-engineered’ the European bikes he was copying – taking them apart to see how they were made: and discovering that their best was simply not good enough. European manufacturers believed it was impossible to run motorcycle engines with even faster bursts. Honda not only proved that you could, but also started to win Grand Prix races all over the world. Super-design went with super-efficiency in production engineering. At Honda’s motorcycle plants not a single storeroom existed for parts, raw materials, or finished machines; deliveries went in at one end, and finished bikes, up to one every seven seconds, moved straight on to double-decker trucks at the other.           B.1 Management Organization of the Company’s Corporate Governance for Decision-Making, Execution, Supervision and Others           Putting the emphasis on easy access to colleagues signals that involvement figures high in the corporate values. Then, placing top executives in an open office signifies the intention to have an open style, in which rank and status have no practical importance. The round tables indicate that decisions are only to be taken after full discussion among colleagues who are always on tap. The proximity of the desks establishes that lines of communication are to be short and easily opened. The classic Western office layout, based on the ‘behind closed doors’ principle, is the antithesis of visibility and delivers an utterly contrasting message. The corporate vision statement is like the founder himself, enormously practical:   Ø  Quality in all jobs – learn, think, analyse, evaluate and improve Ø  Reliable products – on time, with excellence and consistency Ø  Better communication – listen, ask and speak up   Developing a philosophy built on the experience of a practical engineer, the founding father had created a corporate culture that would go on working towards his objective nothing less than becoming and remaining the world’s best motor manufacturer long after his own active day. His influence, like the man himself, is still highly visible. And the visibility is inseparable from the success.       As the HRM for Honda business industry is considered an integration function supporting all the improvements of resource management and business functions. Sound HRM systems and strategies clearly contribute to productivity improvement. However, Honda cognitive differences of HRM will produce diverse HRM strategies, and the achievements of HRM reflect distinct business performance. This study proposes an approach to investigate the correlation of firms’ productivity and various patterns of HRM so as to improve a firm’s performance. The two critical factors, human resource compensation and maintenance, receive more attention and achievements from the organization but, human resource acquisition and development are the two factors with significant correlation to high productivity as this helps firms monitor the major factors of HRM and appropriately adjust their efforts to activate HRM subjects for improving industrial human productivity of Honda. Strong forces are shaping the environment in which Honda operates and old concepts of management have to be re-examined against the challenge of the world the organization live in today and the world Honda believe they will live in tomorrow. While there will always be many new issues in the external business environment which will affect the organization from time to time, and which will impact both the corporate strategy and HRM, Honda can also see some long-running trends which have been with us for some years, and which will continue into the future. Perhaps of more significance than the individual forces described here is the cumulative result: organizations face a period of almost continuous change. There is no escape from this, so the only solution is to learn to live with it, and this makes the people aspects of management even more significant than they have been in the past. Competition has increased, and for most industries it is no longer possible to define competition within the boundaries of a particular country.   There are few places where an organization can shelter from competitors, and many industries have been shaken up because their competitors have taken a global view of their markets. The demise of the motor cycle industry was in a large part due to the inability of the firms to imagine that anyone could gain great production advantages by thinking of manufacture for a global market, instead of the traditional approach of producing for the local market and the exporting of any surplus where there was a protective customs tariff. More organizations are compelled to think of Honda’s business in global terms and most others are subject to ever increasing intensities of competition. Aside, technology advances bring opportunities as well as threats. One example close to the hearts of HRM managers is the new opportunities offered by advances in computer technology, making e-learning a real option, and providing opportunities for other forms of e-HRM.   Common actions taken by Honda have included:   Ø  seeking a reduction of costs, with more attention being given to competitive positioning Ø  attention to time as a strategic issue, and attempts to reduce cycle times throughout the organization Ø  giving more attention to customer relationships Ø  new forms of relationship with suppliers, for quality, costs and strategic reasons Ø  attempts to change the culture of organizations to enable them to react faster and more effectively to market requirements   Honda business ways is now looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalization, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organizations are undergoing have led to increased importance of managing human resources Thus, there were noticeable financial returns for the organizations whose human resource management (HRM) systems have achieved operational excellence and are aligned with business strategic goals to have better perceptual performance. Honda’s achievement levels and importance levels of HRM subjects contained in each factor are noted. The correlation between the achievement of each factor is determined. These critical HRM factors are then used to determine the HRM patterns of the sample firms vs. their associated productivity indices. HR managers usually endeavor to find efficient methods to perform their HR activities in supporting the organization’s HRM strategic initiatives as effective management of critical HR factors is the key for business sustaining competitiveness. The management ways and style of Honda is evident  that will likely continue to increase if the economic downturn continues in Honda’s major markets worldwide, leading to further increase pressure within Honda’s competitiveness, which will over time affect its results. The global culture in which Honda’s management operates still lacks transparency because of global political and economic uncertainty, fluctuations in oil and raw material prices and currency movements. Furthermore, Honda will continue striving to earn even more trust and understanding from society through companywide activities. Along with efforts to develop effective safety and environmental technologies, Honda will have to enhance the creativity in its advanced technology and products and will have create and swiftly introduce new value-added products that meet specific needs in various markets around the world and must continue their efforts in the research of future technologies like the advancement of advanced humanoid robots and compact business jets and their engines. Importantly, to identify the changing nature of the employment relationship was addressed to differing degrees and with differing support provided for the points and have explained the changing context of employment and employee relations that requires a new framework for analyzing the employment relationship compared to old models of industrial relations. The increasing requirement for flexibility and fragmentation of the workforce. The diffusion of non-standard employment contracts, the rise of idiosyncratic agreements.   B.2 Preparing for the Future As for the global economy, the U.S. and Asian economies are expected to grow steadily, and Japan and Europe are also expected to maintain their moderate economic recovery. However, the global environment in which Honda’s management operates still lacks transparency because of global political and economic uncertainty, fluctuations in oil and raw material prices, and currency movements. It is under these circumstances that Honda will strengthen its corporate structure quickly and flexibly to meet the requirements of our customers and society and the changes in its business environment. Also, in order to improve the competitiveness of its products, Honda will endeavor to enhance its R&D, production and sales ability. Furthermore, Honda will continue striving to earn even more trust and understanding from society through Companywide activities. Along with efforts to develop even more effective safety and environmental technologies, Honda will enhance the creativity in its advanced technology and products, and will create and swiftly introduce new value-added products that meet specific needs in various markets around the world. Honda will also continue efforts in the research of future technologies, including the advancement of advanced humanoid robots and compact business jets and their engines. Honda will establish efficient and flexible production systems and expand production capacity at its global production bases, with the aim of increasing its capability of supplying high-quality products. Honda will continue to make efforts to expand product lines through the innovative use of IT and to upgrade sales and service structure, in order to further satisfy its customers. Responding to increasing consumer demand, Honda will upgrade its quality control through enhancing the functions of and coordination among the development, purchasing, production, sales and service departments.     Honda will develop safety technologies for accident prediction and prevention, technologies to reduce injuries to passengers and pedestrians from car accidents, and technologies for reducing aggressively, as well as expand its line-up of products incorporating such technologies. Honda intends to enhance its contribution to traffic safety in motorized societies, including Asian countries. Honda also intends to remain active in a variety of traffic safety programs, including advanced driving and motorcycling training schemes provided by local dealerships. Honda will step up its efforts to create better, clean, fuel-efficient engine technologies and to improve further the recyclables throughout its product lines. In addition to continuing to provide products incorporating Honda’s advanced safety and environmental technologies, Honda will continue striving to earn even more trust and understanding from society by, among other things, undertaking activities for corporate governance, compliance, and risk management and contributing to society. Honda: a name that conjures images of high quality as the benchmark incorporates as the truth that Honda is really best-selling car in America being the highest resale value in its class as made with regularity concerning the Honda Accord – a vehicle that is always on the short list of the most popular cars in this country. (2001) Honda, as of now sitting comfortably at the top of the U.S. passenger car market, was not always in this successful position. As of the present, Honda is a model of such car companies such as General Motors as the car company try to emulate in order to increase their own sales.  The themes have contributed to Honda’s success in the United States: the company has seized on opportunities in the U.S. market and it has also tailored its practices to fit American culture as Honda is a benchmark by which other automakers are now measured to run its American operations.         Honda is a global company with manufacturing operations and sales networks as Honda products are enjoyed by people in numerous countries. This global success is built upon the renowned quality of Honda’s products and made possible by the passion and dedication of Honda associates everywhere. Honda’s business processes were not limited to its advances in the motorcycle market. Honda built its first automobiles and looked to enter the U.S. automobile market and faced several obstacles to its entrance: a strong reputation as a motorcycle manufacturer would not help Honda’s venture (). Instead, the company had to start its U.S. auto marketing strategy from scratch and aware of the fact that it would not be able to rely on its motorcycle reputation to sell its cars in the U.S., Honda required that its cars and motorcycles be sold separately like cars and motorcycles could not be sold at the same dealership as Honda carry enough weight as a legitimate carmaker to insist that dealers carry its cars exclusively (). Looking to build on its success with the Accord and Civic in America, Honda embarked on a bold and unprecedented plan to build cars in the United States as no other Japanese automaker had ever done (I) and a small company like Honda seemed ill-equipped to battle the car giants in their home territory (). The motivation behind the decision was Honda’s desire to expand, compounded with Toyota’s and Nissan’s dominance of the Japanese market ().     Honda was able to produce high-quality automobiles successfully by adapting to the needs of its workers and not by forcing Japanese managerial policies to be practiced. Honda’s success in manufacturing in the United States can be attributed to its management philosophy, unique to both the Japanese and American auto industries (). The company operates with an openness that is rare in the world of business, where consensus and conformity are the rule. To boost communication, Honda has done away with executive lunch rooms and private offices, egalitarianism prevails: all Honda employees, right up to wear white coveralls with their names stitched in red lettering above the right breast pocket. () In making its associates true team members, Honda increases productivity by seeking input from all levels of the company and not just management. Honda adapted to the business environment in which it operated, allowing it to be successful as result of three key plans of action. First, Honda exploited a market opportunity. Instead of trying to battle Toyota and Nissan in a saturated Japanese auto market, Honda started production in the United States, knowing that it could produce higher-quality products than its other counterparts. Second, Honda used unique marketing strategies to position itself as a motorcycle manufacturer and later a car company that would be appealing to a wide variety of Americans. Furthermore, Honda introduced a managerial strategy for its United States production facilities that was unique not only to Honda’s Japanese plants but also to American auto plants in general. In respect to business execution, Honda has established a system for operating its organizational units that reflects its fundamental corporate philosophy. Honda’s basic policy emphasizes the appropriate disclosure of company information, such as by disclosing financial results on a quarterly basis and timely and accurately giving public notice of and disclosing its management strategies.     Honda will continue raising its level of transparency in the future. Honda promotes an environment where customer’s opportunities are analyzed and maximized by implementing business practices that increase loyalty, satisfaction and retain customer’s business over their lifetimes. Customers drive their business strategies to achieving success and excellence in everything Honda do and will continue to be its key focus for developing products and services that accelerate their capability to prosper in the car business. Identifying and meeting customer needs is key to Honda’s continued business success listening to customers is what determines its business strategies and drives Honda’s culture in creating and managing the customer relationship that can be a company-wide task. The company as a whole defines and clearly communicates to every employee what it wants to be the basis of the customer relationship like acquiring and updating knowledge about customer needs, motivation and behavior drive Honda’s approach toward customer excellence. Honda adheres in fostering an environment where highly motivated, action-oriented employees work together to continuously create and deliver high-quality, innovative products and services. Honda believes that a high quality players will help us maintain our leadership position and ensure that we remain one of the best places to work and innovative in the context of an ever-changing market environment. The management relies on teamwork by providing a collaborative environment that thrives on working across geographical and organizational boundaries, sharing information and finding new and better ways to support each other and its valued customers in continuing business success. Good communications both internally and with our customers and partners directly affects customer success. No matter how good Honda is – the one thing that can bring the company down is getting too far away from loyal customers as it gives emphasis on the success factors in fully realizing the company’s potential to influence the entire industry.     Therefore, customer satisfaction is essential to basically improve the effectiveness of its processes and to establish quality objectives and created customer satisfaction metrics to monitor customer success and level up employee compensation to achieving those metrics and used to determine the goals and strategies that make Honda successful in reaching such goals and enhance better services and support respectively. Honda Motors will then achieve a competitive advantage by managing the value chain better than other institutions in their industry. Managing the value chain implies increasing the quality of products and services, while reducing the institution’s costs and increasing revenue, thus increasing competitive advantage. Examining its value chain and comparing it to those of key rivals indicates areas of cost advantage or disadvantage within the decision to undertake certain activities that is directly linked to achieving competitive advantage such as wishing to outperform its competitors by differentiating itself through higher quality will have to perform its value chain activities better than the competition. By contrast, a strategy based on seeking cost leadership will require a reduction in the costs of Honda associated with the value chain activities or a reduction in the total amount of resources used in order to follow a focus strategy by targeting a specific market segment or a specific offering. Costs for an activity can be reduced only if the reduction does not adversely affect strategic advantage (2000).                     Credit:ivythesis.typepad.com

Management paper of Honda Motors

TABLE OF CONTENTS Brief Overview of Honda Motors ________________________ page 2 The Question answered (1b) ____________________________ page 3 A. Performance management of Honda …

Impacts of climatic change on livelihoods of Hunters and Gatherers: The case of Hadzabe of Tanzania

The Impact of Climate Change on Hadzabe of Tanzania                 The rapidly changing world brings adverse effects on some people   particularly in the underdeveloped countries. Technological, economical, political   and sociological factors change and poor nations can’t keep up-to-date because   they couldn’t afford to have access to such development. However, there are   certain groups of people that do not want to be touched by modernity because   they are contented with their ancient way of life.               One certain group of indigenous people that sticks to the tradition is the   Hadzabe of Tanzania. Hadzabe are hunter-gatherers exploiting a territory south   of Ngorongoro, covering a part of Rift Valley and valleys around the Lake Evasi.   The area is home to wide array of wildlife and rich source of flora, including the   baobab trees which are homes of the bees producing honey that is an important   part of Hadzabe’s gastronomy.               The Hadzabe survives using the most ancient way of life. The men hunt   wild animals using bow and arrow with poisoned tips. In their customs, a male   Hadzabe is only considered as grown up when he has already brought down a   lion. While the women do the rest of the work inside the tribe including collecting   fruits and roots, gathering wild honey, preparing meat, building camps, cleaning   the huts and doing the cooking. They produce fire by rubbing two pieces together   until sparks ignite the fire. The Hadzabe are almost territorial, and they don’t   have much contact with other people except for some anthropologists and   travelers. They want to preserve their traditions and customs to themselves as   much as they can, and are already contented as long as they have meat and   honey.               However, despite the reserved attitude of the Hadzabe people of   Tanzania, their life and tradition is threatened by external, uncontrollable factors   such as the climate change.               Tanzania is home to one of the large symbols of climate change, the   melting icecap of Mount Kilimanjaro which is projected to lose its permanence by   the year 2020 if the rise on temperature continues. If the icecaps of Mount   Kilimanjaro continue to melt, its great significance will impact on the temperature   change on sensitive forest ecosystem, driving away animals, killing plants and   even takes on effect water cycle. The water cycle plays a big role in ecosystem   and food chain. Insufficient source of water will drive away animals and dry out   plants. It could also bring drought to the Hadzabe.               The abnormal change of seasons also takes toll on the indigenous people.   When the wet season comes where rains are hard and typhoons are   continuously coming, the Hadzabe are forced to evacuate to caves which are the   earlier homes of their ancestors. The animals seek water and vegetation of the   plains when the lakes and valley floors become flooded. Thus, the meat is   relatively plentiful. But, the hunting game is still not favorable to the Hadzabe due   to the wet hunting floors and wild animals are more elusive. Also, the gathering of   roots and berries is not easier when rains are continuously dropping off their   homelands.               However, in the far longer dry season which gets longer and drier due to   global warming, the food becomes scarcer. The animals drive away to lands   where water and food are available, leaving the hunters to chase after them and   resulting to longer hunting expedition. The plant resources are also harder to   come by. Thus, the Hadzabe have to struggle with hunger until the hunting and   gathering finally pay off.                But, one of the adversities the Hadzabe faces now is the plan of buying   their homelands to be private hunting grounds of wealthy Arab princes. The   Tanzanian government seemingly supports the eviction of the indigenous tribes,   obviously because of large sum of money offered to the destitute East African   country. The eviction would wipe out the tradition and existence of Hadzabe of   Tanzania.               Hadzabe people had survived for thousands of years using their own way   of life. They are known for tremendous resilience and adaptability, preserving   their traditions and customs under difficult environmental conditions and   indifferent political climate. What the government has to do is let the Hadzabe   perpetuate their way of life, because even ancient simplicity of lifestyle teaches a   huge amount in terms of technological, environmental and existential arts of   sustainability.                                 References: Malone, Andrew, Face to face with Stone Age man: The Hadzabe tribe of Tanzania, July 2007, http://www.dailymail.co.uk Prendergast, Kate, Adapt or Die? The Hadzabe Hunter-Gatherers of Tanzania and the Art of Survival in the Modern World, http://www.islamonline.net   Climate Change in Tanzania, March 2009, http://uk.oneworld.net           Credit:ivythesis.typepad.com

Impacts of climatic change on livelihoods of Hunters and Gatherers: The case of Hadzabe of Tanzania

The Impact of Climate Change on Hadzabe of Tanzania The rapidly changing world brings adverse effects on some people particularly in the underdeveloped countries. Techn…

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