Ten managerial concepts by Jack Welch

Foundation on the Killing of Harambe the Gorilla On May 28, 2016, a worker at the Cincinatti Zoo and Botanical Garden shot and slaughtered a silver-back gorilla named Harambe after a little kid meandered from his mom and fell into Harambe’s natural surroundings. The gorilla, who was frightened by the kid, an abrupt interference to his typically standard life in imprisonment, got upset. Zoo authorities decided to slaughter the gorilla before he could hurt the youngster. The kid endure, enduring minor wounds and a blackout. The Debate Could there have been a superior method to deal with this circumstance, given how rapidly the occasions unfolded? This turned into the focal inquiry of an across the country banter that happened via web-based networking media and in media sources, after video of the episode was distributed and flowed on Youtube. Many felt that the zoo could have taken care of the circumstance contrastingly and accepted that the slaughtering of the creature was savage and superfluous, particularly considering the silver-upheld gorilla’s status as a basically jeopardized animal groups. Petitions coursed on Facebook requesting the mother, a childcare specialist, to be captured for youngster danger. One appeal collected just about 200,000 marks. The episode brought up issues of zoo upkeep, security, and guidelines of care. It even reignited an open discussion over the morals of keeping creatures in bondage. Examinations of the Incident The Cincinnati Police Department researched the incidentâ but chose not to squeeze charges against the mother, in spite of broad open help for a carelessness charge. The USDA additionally examined the zoo, which had been refered to already on inconsequential charges, incorporating for security worries in the polar bear environment. As of August 2016, no charges have been documented. Eminent Responses The discussion over Harambe’s demise was across the board, in any event, coming to as high up as then-presidential competitor Donald Trump, who expressed that it was â€Å"too awful there wasn’t another way.† Many open figures accused the animal handlers, contending that had the gorilla been given only a couple of more minutes, he would have given the youngster off to people as different gorillas living in imprisonment have done. Others inquired as to why a sedative slug couldn't have been utilized. Said Wayne Pacelle, CEO of the Humane Society of the United States, â€Å"The executing of Harambe disheartened the country, since this sublime animal didn't put himself into this hostage setting and did nothing incorrectly at any phase of this incident.† Others, including animal handler Jack Hanna and amazing primatologist and basic entitlements extremist Jane Goodall, guarded the zoo’s choice. Despite the fact that Goodall initially expressed that it appeared in the video that Harambe was attempting to ensure the youngster, she later explained her position that the animal specialists didn't have a decision. â€Å"When individuals come into contact with wild creatures, life and demise choices now and again must be made,† she said. Hugeness to Animal Rights Movement Like the murdering of Cecil the Lion by an American dental specialist one year earlier, the far reaching open clamor over Harambe’s demise was seen as a critical success for the basic entitlements development, in spite of its disastrous impetus. That these issues turned out to be such prominent stories, secured by The New York Times, CNN, and other significant outlets and talked about via web-based networking media extensively, marks an adjustment in the manner in which people in general draws in with basic entitlements stories by and large.

Garments and Textile Products in Vietnam-Free-Samples for Students

Question: Examine about the Garments and Textile Products in Vietnam. Answer: Presentation Undertakings are an independent company where it is created with the intension of being profited financially. At least one people or gatherings with the desire for the business presenting to them a monetary benefit will put resources into those endeavors. Dominant part of undertakings are produced dependent on pressure from the market or a shortage of commitment to the market. Necessities of purchasers are perceived for a product or an assistance and the specialist and speculators will advance to develop the thought, showcase it, and sell the ware or administration progressed (Schaper et al., 2014). With benefit making improvement and developing thriving, Vietnam is among the fundamental showing up economies in the average and expanded term. The countrys proficient condition offers incalculable open doors for theory, regardless of the difficulties, for example, a problematic Communist state mechanical assembly and lacking framework. Vietnam is among the best territory to enlist a business. By and by it is positioned by World Bank in the90th positionfor effortlessness in working together and is considered among the quickly developing territories in the South East Asia (Athukorala Tien, 2012). It has gotten less difficult for outsiders to enlist an association in many business since 2015. One is just required to have an investor, other than a corporate presence or an individual with any citizenship and residency, to acclimatize a company.Vietnam has a colossal populace with 90 million individuals and strong characteristic assets (Zolin Schlosser, 2013). Dr. Alex Osterwalder, joint-creator of Business Model Generation, recommended the Business Model Canvas as a mix for organizations those are seeking after to present their business modelsso that it best fit in the business. Osterwalder's target with the Business Model Canvas is to help organizations get the best gadgets to present their plans of action and utility theory. This program not just aides for strategic arranging and model organizing; it likewise helps help advancement, combination and promotions, and choices on hypotheses. In this report the undertaking that has been decide to set up in Vietnam is of Garments and Textile Products and the chances, plan of action are explained underneath (Veit, 2014). Undertaking opportunity which is reasonable for Vietnam Article of clothing and Textile assembling is another business in Vietnam since Garments and Textiles are among those items that are sent out by Vietnam. One can likewise particularize increating prepared to-wear clothing types or start ones own line of dress. It might turn out to be too costly to even consider starting ones own creation of material and Garment Company, and afterward one canturn as a fabric shipper or begin with an online piece of clothing provider. Every one of these organizations are similarly productive (Thoburn, 2013).A tremendous number of remote shareowners have shown incredible intrigue putting resources into the material business of Vietnam, fundamentally not long after the nation marked various Free Trade Agreements, including the EU-Vietnam FTA (EVFTA) (Duong, 2016). Under this EVFTA, all importationtariffs on the results of Vietnams article of clothing and material that will be annulled inside the coming 7 years. With the expansive and profound fuse, Vietn amese material and article of clothing has changed over from a household adjusted division into one of the prime powers in the countrys transport turnover. Specifically, Vietnam earned a billion of $27in 2015 by shipping material and article of clothing and the digit is foreseen to arrive at a billion of $29 before the finish of 2016. As expressed by Vietnam Textile and Apparel Association (VITAS), the material and article of clothing industry is among the mammoth monetary divisions in the nation. It has 4,000 organizations with a pay of 20 billion dollars for each year, meaning 15% of GDP, building Vietnam the fifth most stretched out material, and garments exporters around the world. Material and article of clothing results of Vietnam have been moved to 180 nations and regions all around, in which the greatest markets are the United States, Europe and Japan (Tran, 2012). Vietnam is at an emergency point where it can likewise move to the succeeding places of industrialization or probability of losing rivalry. In a removed past Vietnam has recognized outside capital in the business of Textile and Garments. Associations that permeate to outside-based organizations grant up to 60 percent of the income from trade, hardly any associations are there joining national and universal firms. For instance, Japanese firms have tolerating to Vietnamese associations for their orders for the articles of clothing, however they have not started invert linkages by spending in yarn and texture arrangements. At the point when work costs in Vietnam eventually increment, abroad financial specialists will move to nations with base work esteem like Bangladesh and Sri Lanka (Kenta, 2012). Pestel investigation of pieces of clothing and material industry in Vietnam The motivation behind why PESTEL is done in light of the fact that it perceives the outer political, conservative, social, mechanical, lawful and ecological components, which can influence the business. Therefore, the unsafe components that are distinguished from this examination can be used to take up new choices for the advantages of the business (Tuan, 2012). To the extent the political components are, concerned Vietnam is an express that is decided with one-party that is the Communist party of Vietnam (CPV). All the choices in regards to systems and the issues identified with approaches are take care of this gathering. Nonetheless, the approach includes empowering dependability, keeping up the political positioning quo, advancement of residential economies and worldwide mixes. Vietnam is a lot of politically stable nation in South East Asia. Inward clashes are inconsistent which a favorable position for the piece of clothing and material industry is (De Mel, Jayaratne, 2012). Conservative development in Vietnam in the current barely any years have found the middle value of up to 6.2%. Vietnam is as of now having the fast developing white collar class in the South East Asia. As the outside contributed developing, divisions are showing the development of the ventures. Included favorable circumstances are that Vietnam has been a nation drawing in the FDI goal particularly Japan, South Korea, Taiwan, Singapore. The states presence in the economy rests colossal in Vietnam. In any case, Vietnam is positioning in 82th situation in the World Banks report of working together in 2017. The social factors in Vietnam is that it is having the help of the youthful populace who have achieved the working age and having new contestants in the market of works each year yet at the same time the general creation which leaves next to no and is just three fifths of the ASEAN revolve or is around one tenth elevation in Singapore. Be that as it may, the individuals in Vietnam are certain for the future that to due to the solidness of the political, harmony and efficient development (Dri, 2013). Innovation is creating with the time thus it has its effect in Vietnam too. Web is effectively achievable with a lot less expensive cost. Another observable thing directly is the force deficiency that is expanding because of the developing requests in Vietnam. Finally, there is a broad accessibility of the product items everywhere throughout the nation, which is certainly a preferred position for the articles of clothing and material industry (Kenta, 2012). The ecological factors likewise have an indispensable influence since Vietnam has a broad waterfront fringe and is pondered to be the most imperiled nations because of the danger of the cataclysmic events, changes in the atmosphere and the ascent in the ocean level that can truly influence the business. Along these lines, natural factors consistently stay at the need list that all the undertakings concentrate cautiously before beginning any business since it can exceptionally harm the business. In conclusion, the lawful factors additionally assume a significant job as Vietnam has available law undertaking, speculation law and other widespread and territorial understandings where all kind of ventures need to work with a similar principle. Vietnam has flawed nature of HR and issues identified with defilement subsequently its get hard for the undertakings to execute the laws (Thoburn, 2013). Doormen five powers investigation of pieces of clothing and material industry in Vietnam The Porters five powers model is a great instrument for dissecting the competition inside the market and the business systems created by the business. It anyway pulls the companys financial aspects to remove the five powers, which direct the competition quality and consequently the engaging piece of the business comes in front (E. Dobbs, 2014). The five powers in Porter examination includes the accompanying Serious competition Intensity of provider Intensity of the purchasers Danger of replacements Danger of the new sections Requests just as rivalry both are high in Vietnams article of clothing and material industry. Rivalry is similarly spread in huge clients to showcase including data sources and works. With the developing changes in Vietnam, the most benefit is picked up by the article of clothing and material industry. This industry really has practical experience in the least expensive worth included part in the mid of the worldwide chain of gracefully. It is at the go across street where it is possible that it needs to take its business on to the following level or need to presumably lose his seriousness. Work is among the fundamental highlights of the assembling movement, primarily lady are found as works who are having not many long stretches of involvement with this business (Elliott, 2016). The issue that the piece of clothing and material industry is looking as it relies consistently upon the information sources imported from different nations like china (Xiaoyang, 2014). In any case, this is making the intensity of the providers to become on e of the fundamental controlling powers for the benefit creation of the business. Gigantic number of providers, normal contrasts and low expenses of changing the providers prompts small bartering intensity of the providers. The fundamental providers of Vietnam are china, South Korea and Tai

CP3 Enhancing Efficiency of Network Operations with Qwilt - Podcast with Dan Sahar

CP3 Enhancing Efficiency of Network Operations with Qwilt - Podcast with Dan Sahar INTRODUCTIONMartin: Hi, today we are having a very interesting interview with Dan from Qwilt, which is mainly about video and network operators. Hi Dan. Who are you, and what do you do?Dan: Hi Martin, My name is Dan Sahar. I’m the co-founder and VP of Product Marketing for Qwilt. So Qwilt is a startup selling infrastructure products for network operators. We essentially help them make their network adapt better to online video. One thing that pretty much everywhere around the world you can see today is that consumption of television is fastly moving into online video formats. So companies like Netflix, YouTube, Amazon, Hulu are definitely leading the way and the consumption pattern is headed that way. What we’re enabling is, essentially, a better experience, making that video experience better. We’re helping network operators optimize their networks in order to allow their consumers, their subscribers, watch as much videos as then can at the highest quality. That’s what we do .Martin: Cool stuff, Dan. So, what is your background and how did you come up with those kinds of ideas? I guess maybe you have some kind of background with network operating, or video, or something like that.Dan: Yes. Both myself and Alon, our CEO and Co-founder, we are enginners in background. So we went to university about the same time and one of the first companies we started to work with, we ended up working in the same company. This was known back then as Deep Bridge, later on it became, it was actually a company that was known as Siemens. Later on it became Nokia Siemens.So, we were in companies that were in network infrastructure for pretty much most of our career. So, our roads parted on afterwards I wnet to work for a start-up company that was later acquired by Juniper. Juniper is one of the largest equipment manufacturers for network operators and Alon went to work for a different company, also a start-up company called P-Cube that also got acquired by a giant in the net working space called Cisco, that most people know of, and he spent most of his career in the networking space as well.So we have both development backgrounds, creating products that are tailored to that segment, and also somewhat sales experience into that market as well. I think I started my career as an engineer and went up the ranks in engineering. But, I think, after several years I moved on to doing more product and product marketing activities and that’s where I am right now, but at core I’m an engineer.Martin: And Dan, when did you decide to start Qwilt, and what was it like in the first one or two months or so? Did you leave your job before and then start a company?Dan: So Alon and I, we were squash partners for many years. And what we were doing, we used to play like once a week, and after every game we talked about the industry, what we want to do as individuals. I think at some point we realized that the place that we were at, at the time, is hired employees- we could do more than that and we realize that we want to break out on our own.We started looking at a few directions of products, markets that we can address. I think we had three solid ideas. I think that we ended up selecting this one because we felt that we had a very good insight into the customer segment and into the problem area. And at some point we dove into the water and just, like, decided to cut our ties with our previous employers and just go at it on our own. And I think that’s the basic advice to young entreprenuers. Like ultimately, there’s like a million ideas that are out there. But, the first thing that really dictates whether you do it or not is if you have the balls to, basically, break loose and just go at it on your own. That’s like, the first, I would say, cut off point between if you’re a real entrepreneur or just, like, a dreamer.Martin: Yes. And when you started, how much money did you invest in the MVP? How long did it take you and how did you test this a ssumptions with potentially one of your contacts, or so?Dan: So, the product that we’re selling is the system, it’s the infrastructure product. Typically these types of products are a lot more resource intensive then a web application and they require many more man years, a lot more investment, and a lot more time. So the MVP, the mechanisms are very similar to a web app, however the time that it takes you to get there is longer and the process that you undergo is a little bit different. It doesn’t matter if it’s for network operators, for enterprise customers, I think you have to do a lot of customer discovery in parallel. Building the MVP will take time.So we had to make be like a certain functionality in the product that we had very quickly, probably in less than a month. But it wasn’t the real product. We could test some assumptions but, definitely, it didn’t produce the value that the product creates. So building the real MVP took over a year and a half, I think. So , I think products that are tailored for enterprise you typically build them, fund them in a slightly different way than you do for your application. So you typically have to raise larger funds initially. The investors have to kind of like take more of a gamble, basically, on inputs that you get from potential customers and partners. So that’s what we did a lot in the early days. We went out and touched the market as much as we can. We talked to probably over a hundred network operators around the world and got feedback from various people inside those organizations as to, like Is this a problem that they think is relevant? If it is, what are guidelines that they would have for a product that addresses this problem?Different people have different thougths. You have to do a lot of listening, I think, at this stage. And, basically, have very fine tuned ears for every piece of data that you gather and try to compose all those data pieces and compile them together. You could be wrong, but hopefully you’re able to really distil the main points and build that viable product. And we think that we did. We think that we managed to really find what the main pain points are, and solve them with a product.I thnk that one thing we were fortunate in doing is we built an extremely solid MVP. It was an infrastructure product, one of the most robust products I’ve ever seen on their first release, which was very fortunate for us because ultimately the inftrastucture that we’re dealing with is very mission critical. Think of ICT Deutsche Telecom, if suddenly your customers do not have internet, it’s very bad and you would call them up and freak out, maybe, that you can’t access the internet. It’s that sensitive. We designed a product that has to be up all the time and cannot fail and out engineering team did a great job of building that product.Martin: Great. Dan. How did you find and approach those 100-200 network operators?Dan: So, I think one of the things that you have to have is some, I think that one of the VCs calls it, unfair advantage. When you’re going after a certain market, you have to know something that other people do not, or will have a hard time finding out. So one of the things that we had going for us, we had a fairly good network of customers that we knew from our past. And that’s how we started. So, you open up your address book and you reach out to everybody that’s out there and you talk to everybody that you can. And you’re friendly. If you approach this with a good vibe, we found out that people are very eager to help you. So even if they’re not the right ones to help you out, they’ll say: Hey you know what? I know this guy and this other operator. I hear he’s looking for things like you’re describing. You should go talk to him. And I think there is, espeicially in Silicon Valley, there’s a lot of that pay-it-forward mentality which is very, I think, welcoming for entreprenuers.So we had a network, bu t within twelve months our network of connections grew substantially. And, to this day, it’s something that always expands. You start off with maybe, like, one or two data points and then all of a sudden within a few years you have a ton of data points and a ton of sensors spread throughout the world and the picture becomes clearer as time goes by.BUSINESS MODEL OF QWILTMartin: Let’s talk about the business model, Dan. So, when I look at Qwilt, what I see are three major things. So one thing is you’re helping network operators decrease their network costs. Second, you help them understand the video consumption. And lastly, you help them, potentially to earn them some money with video streaming by offering extra services. Is there anything with what you started, for example, maybe of those value propositions you said: Okay, this is my entry model, so to speak?Dan: So, in our case, we didn’t really pivot. We had, I can show you probably presentations from five years ago, they look like, maybe they’re less refined then what they have today, but the idea is very similar to what they’re doing and those three things that you said are very aligned with what we had back then. So that was the order of things.So ultimately, I think what we are providing is a better way of doing something that you already do if you’re a network operator. So ultimately, your consumers will want to watch video and it’s a matter of how well or how efficiently you’re able to provide that service to them. And I can give you examples in other industries. You take the storage industry, so there’s been a way of doing storage for probably over a decade of using hard drives for that purpose. And then all of a sudden a new technology came called Flash, and is it that much different? No, it’s a more efficient way of doing things that you are doing for many years and I think we found a way that is specific for video that makes the network a lot more efficient and ultimately brin gs the price of bringing that content down substantially. And, lastly, it improves the quality of experience to the consumers which is, some people find it hard to believe, but that is exactly what the network operators really want to do. They want to help you, the consumer, have the best experience that you can and it doesn’t matter where you are going to watch it. If it’s going to be over your regular television or on an iPhone or a tablet, they wanted you to have the best experience you can. We help them in doing that. That has not changed from day one.Martin: So, normally when you are an entrepreneur, you are trying to identify a business opportunity and then exploit it. This is what you’ve done perfectly. What is your opinion on why network operators before were not trying to solve this issue themselves?Dan: So, I think that during the time that the company has been running a lot of things have been changing in real time. So one of the things was video back in 2009 and 20 10 was still in its infancy. It still is, by the way. What I mean by video is I mean online video. So, at the time you take the largest, long form video provider in the world today, which is Netflix. They, I think at the time had less than 10 million subscribers that were consuming their content online. And they were only in the U.S. at the time. And today Netflix, as one example, they operate on five continents. But the consumption was different. Completely different than it is today. People were still doing a lot of peer to peer downloads. So there was really no incentive for the operator to change their way because there was no demand. Now there is a lot of demand. So, that’s on the consumer side, what has changed.The second thing is that sometimest there is technology innovation that simply wasn’t possible a few years ago and then all of a sudden it is possible. So, I gave the example of Flash and storage. In our case, one of the main differences was that software became hug e. As market research says software is eating the world, it’s eating the world in networking as well. If you would go back ten years ago, there was only one way of doing things to build your own hardware and to have very fast A6 that were passing packets from side to side. But all of a sudden, you have commodities servers from HP or Dell or IBM and they use Intell chips and they’re very fast. And they achieve results that are almost as good as you can do with custom hardware, as long as you know how to build really smart software. Fortunately we have experts in software that can extract that capability from the commodities servers and basically find a new way of doing something that’s been done for many years.So it’s, I would say, the combination of these two things. Both consumption changes on the consumer side, and technological advancement that enabled us to build a product that does things in a different way than the status quo.Martin: Dan, when I’m looking at the reve nue model. Can you tell us about how it is working? So is it just a SaaS model, or is it more that you’re trying to do some kind of cost reduction share? Or is it the network reduction? How does it work?Dan: So we have two generic type of business models that we sell.One is based on the capacity that we’re creating. So it’s kind of like a gigabyte capacity model. So, the more that we deliver, the more that we earn.And then we also have a SaaS model, that’s the recurring revenue.That really depends on the preference of the network operator, which model to go with, I would say the traditional model that network operators are used to procuring this type of infrastructure is the gigabyte per second model but more and more, you know, as cloud is slowly penetrating network operators as well we’re seeing a transititon to the SaaS model.Martin: Isn’t there an incentive problem with having a revenue model of gigabyte per second? Because, if I understand your job correctly, you wa nted to minimize the gigabyte per second for the video streaming, but on the other hand you are paid four gigabytes per second. On the one hand side you want decrease it, but on the other hand you would like, from a revenue perspective, to increase it.Dan: So, basically the trade off that we’re creating in our product is that any byte that you’re delivering from our open caching solution is, because it’s in software, is going to be cheaper than having that same byte of data being transferred over the traditional routing infrastructure. So that is the incentive. So, the more that we serve, the more lucrative it is for the network operator. And because video is growing, exponentially, and it’s showing no signs of stopping or slowing down. It’s growing, in some countries, like 100 percent year over year, we are able to serve more and more content and basically improve the efficiencies that we’re getting inside a network.Martin: Cool. When I’m looking at the sales cycle of the network operators, can you elaborate on how does it work, how long does it take, who are the budget owners, and what types of people are you approaching to make a deal?Dan: So, this is, I would say, those of you that are familiar with enterprise sales, it’s very similar to enterprise sales cycles. It’s longer with the consumer, they can take over 12 months in some cases. And you have to interact with a lot of people in the network operator organization.Budget owners are typically the guys that are running the network operations team. But a lot of times you have to have influencers on board to safe decisions. So, people like the CTO organizations, people that are in charge of the content side, in some cases, network architecture. It really depends on the operator, but the sales cycle and processes, you have to really understand the organization that you’re selling to and craft your approach accordigly. It’s very similar to how companies that sell to enterprise craft thei r approach.ADVICE TO ENTREPRENEURS FROM DAN SAHARMartin: Cool. I guess you have learned so much over the last years, Dan. Can you share some of your major learnings and insights and tips and advice for first time entreprenuers?Dan: Okay. I think when you start off, one of the things that you have to bear in the back of your mind is that everything that you build, like there is that saying that the company’s DNA is formed in the first 90 days, and people, a lot of times, think that it’s about the cutture of the company, which is true in many cases, but it’s also about, you have to buld the foundations for the company at that time. It’s like building a building. If you have bad foundation, the building is not going to sustain for very long and foundation means that you try to opt for one of the best employees that you can get and try, as hard as you can, not to make any compromises. That’s a very common lesson. I think that it also means that you have to find the best inveto rs who ultimately become your partners on this journey. And if you have great investors I think it pays dividens throughout the lifetime of the company. It helps you in giving you the great strategic advice in every stage that you’re at.There were points I think then we felt really good about ourselves, we met milestones and everything was going great, and then, you know our investors say: Yes, that’s cool, but you should already be thinking two years out and plan on doing this initiative. And we say: Oh, we really didn’t think of this. They always challenged us.That is one thing that I think Qwilt as a company, we were extremely fortunate to have some of the best minds, I think, on the VC side still on our board and really helping us out on a daily basis. And I said, it starts with strategic advice, but it also, it helps you with recruiting the right people, it helps with giving the advice, making the right introductions to partners that you may need as time goes by. And I th ink the fundamentals to build the right foundation are crucial, because everything is going to be related to that as time goes on. It’s easier said than done. Obviously, everybody wants to have the best VCs but it’s not that easy to get them.Martin: It’s true. Dan, how did you attract the first employees?Dan: So definitely like the first, I would say, five to ten employees we knew from past lives. And I think that also helps when you build a certain company, that you see this often, that there’s this group of people that go together from company to company, and we had that core group. Then we built upon that core group with secondary circles of people, but most of them were from refferals of employees or people that we knew in secondary circles of ours, I think, probably over 80 percent of our first employees were people that we knew or one of our employees.Martin: And can you still remember what have been the major three of four properties, or or skills, or attitudes whatso ever of the person, where you said: Okay, this is the right skill set which we want to have for our company. And this is what we don’t want.?Dan: Well, probably the first people that we hired were engineers. And I think that’s fairly common. We were looking for people that were top 10 percent in terms of their skill set in software engineer. I think, also, we wanted people that were able to, we felt, that could really work within a start up environment, with all that with tiny office, there’s going to be a little mess on the IT side, maybe, in the beginning, there’s a lot of uncertainty. That is, like, one thing that many people don’t realize, but I think engineers, at some point, realize that you can be like a 10x engineer and come into a product that is already, there is foundation. You come into Facebook or Google, there is foundation that other people already put in place. Even if you’re great, there’s only so much that you can do and you’re confined within thos e foundations that were already put in place in the past. So it makes your problem solving a lot easier. There’s less moving parts.And when you’re a first engineer in a company, there’s no foundation. You have to, take for example, a logging system. Which log are you going to use when you write your code? When you come into a mature company, you know what that is. When you are first you have to make that decision on your own and there’s a million other decision that you also have to make. I think it’s super exciting for an engineer because you actually influence way more things, but at the same time it’s much more challenging than you would in an established company. Not every engineer is suited for that path of basically coming into an area where there’s nothing defined and you have to define everything from scratch.Martin: Yes, but I guess this applies to every type of function, like marketing, sales?Dan: Of course, yes.Martin: Great. Dan, thank you so much for shari ng your insights for Qwilt, and I wish you all the best and success for your company.Dan: Thank you. Great talking to you, Martin.Martin: Thanks.THANKS FOR LISTENING! Welcome to the third episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi, today we are having a very interesting interview with Dan from Qwilt, which is mainly about video and network operators. Hi Dan. Who are you, and what do you do?Dan: Hi Martin, My name is Dan Sahar. I’m the co-founder and VP of Product Marketing for Qwilt. So Qwilt is a startup selling infrastructure products for network operators. We essentially help them make their network adapt better to online video. One thing that pretty much everywhere around the world you can see today is that consumption of television is fastly moving into online video formats. So companies like Netflix, YouTube, Amazon, Hulu are definitely leading the way and the consumption pattern is headed that way. What we’re enabling is, essentially, a better experience, making that video experience better. We’re helping network operators optimize their networks in order to allow their consumers, their subscribers, watch as much videos as then can at the highest quality. That’s what we do .Martin: Cool stuff, Dan. So, what is your background and how did you come up with those kinds of ideas? I guess maybe you have some kind of background with network operating, or video, or something like that.Dan: Yes. Both myself and Alon, our CEO and Co-founder, we are enginners in background. So we went to university about the same time and one of the first companies we started to work with, we ended up working in the same company. This was known back then as Deep Bridge, later on it became, it was actually a company that was known as Siemens. Later on it became Nokia Siemens.So, we were in companies that were in network infrastructure for pretty much most of our career. So, our roads parted on afterwards I wnet to work for a start-up company that was later acquired by Juniper. Juniper is one of the largest equipment manufacturers for network operators and Alon went to work for a different company, also a start-up company called P-Cube that also got acquired by a giant in the net working space called Cisco, that most people know of, and he spent most of his career in the networking space as well.So we have both development backgrounds, creating products that are tailored to that segment, and also somewhat sales experience into that market as well. I think I started my career as an engineer and went up the ranks in engineering. But, I think, after several years I moved on to doing more product and product marketing activities and that’s where I am right now, but at core I’m an engineer.Martin: And Dan, when did you decide to start Qwilt, and what was it like in the first one or two months or so? Did you leave your job before and then start a company?Dan: So Alon and I, we were squash partners for many years. And what we were doing, we used to play like once a week, and after every game we talked about the industry, what we want to do as individuals. I think at some point we realized that the place that we were at, at the time, is hired employees- we could do more than that and we realize that we want to break out on our own.We started looking at a few directions of products, markets that we can address. I think we had three solid ideas. I think that we ended up selecting this one because we felt that we had a very good insight into the customer segment and into the problem area. And at some point we dove into the water and just, like, decided to cut our ties with our previous employers and just go at it on our own. And I think that’s the basic advice to young entreprenuers. Like ultimately, there’s like a million ideas that are out there. But, the first thing that really dictates whether you do it or not is if you have the balls to, basically, break loose and just go at it on your own. That’s like, the first, I would say, cut off point between if you’re a real entrepreneur or just, like, a dreamer.Martin: Yes. And when you started, how much money did you invest in the MVP? How long did it take you and how did you test this a ssumptions with potentially one of your contacts, or so?Dan: So, the product that we’re selling is the system, it’s the infrastructure product. Typically these types of products are a lot more resource intensive then a web application and they require many more man years, a lot more investment, and a lot more time. So the MVP, the mechanisms are very similar to a web app, however the time that it takes you to get there is longer and the process that you undergo is a little bit different. It doesn’t matter if it’s for network operators, for enterprise customers, I think you have to do a lot of customer discovery in parallel. Building the MVP will take time.So we had to make be like a certain functionality in the product that we had very quickly, probably in less than a month. But it wasn’t the real product. We could test some assumptions but, definitely, it didn’t produce the value that the product creates. So building the real MVP took over a year and a half, I think. So , I think products that are tailored for enterprise you typically build them, fund them in a slightly different way than you do for your application. So you typically have to raise larger funds initially. The investors have to kind of like take more of a gamble, basically, on inputs that you get from potential customers and partners. So that’s what we did a lot in the early days. We went out and touched the market as much as we can. We talked to probably over a hundred network operators around the world and got feedback from various people inside those organizations as to, like Is this a problem that they think is relevant? If it is, what are guidelines that they would have for a product that addresses this problem?Different people have different thougths. You have to do a lot of listening, I think, at this stage. And, basically, have very fine tuned ears for every piece of data that you gather and try to compose all those data pieces and compile them together. You could be wrong, but hopefully you’re able to really distil the main points and build that viable product. And we think that we did. We think that we managed to really find what the main pain points are, and solve them with a product.I thnk that one thing we were fortunate in doing is we built an extremely solid MVP. It was an infrastructure product, one of the most robust products I’ve ever seen on their first release, which was very fortunate for us because ultimately the inftrastucture that we’re dealing with is very mission critical. Think of ICT Deutsche Telecom, if suddenly your customers do not have internet, it’s very bad and you would call them up and freak out, maybe, that you can’t access the internet. It’s that sensitive. We designed a product that has to be up all the time and cannot fail and out engineering team did a great job of building that product.Martin: Great. Dan. How did you find and approach those 100-200 network operators?Dan: So, I think one of the things that you have to have is some, I think that one of the VCs calls it, unfair advantage. When you’re going after a certain market, you have to know something that other people do not, or will have a hard time finding out. So one of the things that we had going for us, we had a fairly good network of customers that we knew from our past. And that’s how we started. So, you open up your address book and you reach out to everybody that’s out there and you talk to everybody that you can. And you’re friendly. If you approach this with a good vibe, we found out that people are very eager to help you. So even if they’re not the right ones to help you out, they’ll say: Hey you know what? I know this guy and this other operator. I hear he’s looking for things like you’re describing. You should go talk to him. And I think there is, espeicially in Silicon Valley, there’s a lot of that pay-it-forward mentality which is very, I think, welcoming for entreprenuers.So we had a network, bu t within twelve months our network of connections grew substantially. And, to this day, it’s something that always expands. You start off with maybe, like, one or two data points and then all of a sudden within a few years you have a ton of data points and a ton of sensors spread throughout the world and the picture becomes clearer as time goes by.BUSINESS MODEL OF QWILTMartin: Let’s talk about the business model, Dan. So, when I look at Qwilt, what I see are three major things. So one thing is you’re helping network operators decrease their network costs. Second, you help them understand the video consumption. And lastly, you help them, potentially to earn them some money with video streaming by offering extra services. Is there anything with what you started, for example, maybe of those value propositions you said: Okay, this is my entry model, so to speak?Dan: So, in our case, we didn’t really pivot. We had, I can show you probably presentations from five years ago, they look like, maybe they’re less refined then what they have today, but the idea is very similar to what they’re doing and those three things that you said are very aligned with what we had back then. So that was the order of things.So ultimately, I think what we are providing is a better way of doing something that you already do if you’re a network operator. So ultimately, your consumers will want to watch video and it’s a matter of how well or how efficiently you’re able to provide that service to them. And I can give you examples in other industries. You take the storage industry, so there’s been a way of doing storage for probably over a decade of using hard drives for that purpose. And then all of a sudden a new technology came called Flash, and is it that much different? No, it’s a more efficient way of doing things that you are doing for many years and I think we found a way that is specific for video that makes the network a lot more efficient and ultimately brin gs the price of bringing that content down substantially. And, lastly, it improves the quality of experience to the consumers which is, some people find it hard to believe, but that is exactly what the network operators really want to do. They want to help you, the consumer, have the best experience that you can and it doesn’t matter where you are going to watch it. If it’s going to be over your regular television or on an iPhone or a tablet, they wanted you to have the best experience you can. We help them in doing that. That has not changed from day one.Martin: So, normally when you are an entrepreneur, you are trying to identify a business opportunity and then exploit it. This is what you’ve done perfectly. What is your opinion on why network operators before were not trying to solve this issue themselves?Dan: So, I think that during the time that the company has been running a lot of things have been changing in real time. So one of the things was video back in 2009 and 20 10 was still in its infancy. It still is, by the way. What I mean by video is I mean online video. So, at the time you take the largest, long form video provider in the world today, which is Netflix. They, I think at the time had less than 10 million subscribers that were consuming their content online. And they were only in the U.S. at the time. And today Netflix, as one example, they operate on five continents. But the consumption was different. Completely different than it is today. People were still doing a lot of peer to peer downloads. So there was really no incentive for the operator to change their way because there was no demand. Now there is a lot of demand. So, that’s on the consumer side, what has changed.The second thing is that sometimest there is technology innovation that simply wasn’t possible a few years ago and then all of a sudden it is possible. So, I gave the example of Flash and storage. In our case, one of the main differences was that software became hug e. As market research says software is eating the world, it’s eating the world in networking as well. If you would go back ten years ago, there was only one way of doing things to build your own hardware and to have very fast A6 that were passing packets from side to side. But all of a sudden, you have commodities servers from HP or Dell or IBM and they use Intell chips and they’re very fast. And they achieve results that are almost as good as you can do with custom hardware, as long as you know how to build really smart software. Fortunately we have experts in software that can extract that capability from the commodities servers and basically find a new way of doing something that’s been done for many years.So it’s, I would say, the combination of these two things. Both consumption changes on the consumer side, and technological advancement that enabled us to build a product that does things in a different way than the status quo.Martin: Dan, when I’m looking at the reve nue model. Can you tell us about how it is working? So is it just a SaaS model, or is it more that you’re trying to do some kind of cost reduction share? Or is it the network reduction? How does it work?Dan: So we have two generic type of business models that we sell.One is based on the capacity that we’re creating. So it’s kind of like a gigabyte capacity model. So, the more that we deliver, the more that we earn.And then we also have a SaaS model, that’s the recurring revenue.That really depends on the preference of the network operator, which model to go with, I would say the traditional model that network operators are used to procuring this type of infrastructure is the gigabyte per second model but more and more, you know, as cloud is slowly penetrating network operators as well we’re seeing a transititon to the SaaS model.Martin: Isn’t there an incentive problem with having a revenue model of gigabyte per second? Because, if I understand your job correctly, you wa nted to minimize the gigabyte per second for the video streaming, but on the other hand you are paid four gigabytes per second. On the one hand side you want decrease it, but on the other hand you would like, from a revenue perspective, to increase it.Dan: So, basically the trade off that we’re creating in our product is that any byte that you’re delivering from our open caching solution is, because it’s in software, is going to be cheaper than having that same byte of data being transferred over the traditional routing infrastructure. So that is the incentive. So, the more that we serve, the more lucrative it is for the network operator. And because video is growing, exponentially, and it’s showing no signs of stopping or slowing down. It’s growing, in some countries, like 100 percent year over year, we are able to serve more and more content and basically improve the efficiencies that we’re getting inside a network.Martin: Cool. When I’m looking at the sales cycle of the network operators, can you elaborate on how does it work, how long does it take, who are the budget owners, and what types of people are you approaching to make a deal?Dan: So, this is, I would say, those of you that are familiar with enterprise sales, it’s very similar to enterprise sales cycles. It’s longer with the consumer, they can take over 12 months in some cases. And you have to interact with a lot of people in the network operator organization.Budget owners are typically the guys that are running the network operations team. But a lot of times you have to have influencers on board to safe decisions. So, people like the CTO organizations, people that are in charge of the content side, in some cases, network architecture. It really depends on the operator, but the sales cycle and processes, you have to really understand the organization that you’re selling to and craft your approach accordigly. It’s very similar to how companies that sell to enterprise craft thei r approach.ADVICE TO ENTREPRENEURS FROM DAN SAHARMartin: Cool. I guess you have learned so much over the last years, Dan. Can you share some of your major learnings and insights and tips and advice for first time entreprenuers?Dan: Okay. I think when you start off, one of the things that you have to bear in the back of your mind is that everything that you build, like there is that saying that the company’s DNA is formed in the first 90 days, and people, a lot of times, think that it’s about the cutture of the company, which is true in many cases, but it’s also about, you have to buld the foundations for the company at that time. It’s like building a building. If you have bad foundation, the building is not going to sustain for very long and foundation means that you try to opt for one of the best employees that you can get and try, as hard as you can, not to make any compromises. That’s a very common lesson. I think that it also means that you have to find the best inveto rs who ultimately become your partners on this journey. And if you have great investors I think it pays dividens throughout the lifetime of the company. It helps you in giving you the great strategic advice in every stage that you’re at.There were points I think then we felt really good about ourselves, we met milestones and everything was going great, and then, you know our investors say: Yes, that’s cool, but you should already be thinking two years out and plan on doing this initiative. And we say: Oh, we really didn’t think of this. They always challenged us.That is one thing that I think Qwilt as a company, we were extremely fortunate to have some of the best minds, I think, on the VC side still on our board and really helping us out on a daily basis. And I said, it starts with strategic advice, but it also, it helps you with recruiting the right people, it helps with giving the advice, making the right introductions to partners that you may need as time goes by. And I th ink the fundamentals to build the right foundation are crucial, because everything is going to be related to that as time goes on. It’s easier said than done. Obviously, everybody wants to have the best VCs but it’s not that easy to get them.Martin: It’s true. Dan, how did you attract the first employees?Dan: So definitely like the first, I would say, five to ten employees we knew from past lives. And I think that also helps when you build a certain company, that you see this often, that there’s this group of people that go together from company to company, and we had that core group. Then we built upon that core group with secondary circles of people, but most of them were from refferals of employees or people that we knew in secondary circles of ours, I think, probably over 80 percent of our first employees were people that we knew or one of our employees.Martin: And can you still remember what have been the major three of four properties, or or skills, or attitudes whatso ever of the person, where you said: Okay, this is the right skill set which we want to have for our company. And this is what we don’t want.?Dan: Well, probably the first people that we hired were engineers. And I think that’s fairly common. We were looking for people that were top 10 percent in terms of their skill set in software engineer. I think, also, we wanted people that were able to, we felt, that could really work within a start up environment, with all that with tiny office, there’s going to be a little mess on the IT side, maybe, in the beginning, there’s a lot of uncertainty. That is, like, one thing that many people don’t realize, but I think engineers, at some point, realize that you can be like a 10x engineer and come into a product that is already, there is foundation. You come into Facebook or Google, there is foundation that other people already put in place. Even if you’re great, there’s only so much that you can do and you’re confined within thos e foundations that were already put in place in the past. So it makes your problem solving a lot easier. There’s less moving parts.And when you’re a first engineer in a company, there’s no foundation. You have to, take for example, a logging system. Which log are you going to use when you write your code? When you come into a mature company, you know what that is. When you are first you have to make that decision on your own and there’s a million other decision that you also have to make. I think it’s super exciting for an engineer because you actually influence way more things, but at the same time it’s much more challenging than you would in an established company. Not every engineer is suited for that path of basically coming into an area where there’s nothing defined and you have to define everything from scratch.Martin: Yes, but I guess this applies to every type of function, like marketing, sales?Dan: Of course, yes.Martin: Great. Dan, thank you so much for shari ng your insights for Qwilt, and I wish you all the best and success for your company.Dan: Thank you. Great talking to you, Martin.Martin: Thanks.THANKS FOR LISTENING!Thanks so much for joining our third podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Dan for joining me this week. Until  next time!

Essay on Political Philosophers - 471 Words

Political Philosophers Jeremy Bentham figured that laws should be socially useful and not merely reflect the status quo. While he believed that men inevitably pursue pleasure and avoid pain, Bentham thought it to be a sacred truth that the greatest happiness of the greatest number is the foundation of morals and legislation. Bentham supposed that morality could be derived from enlightened self-interest, and that a person who always acted with a view to his own maximum satisfaction in the long run would always act rightly. Bentham is comparable to William Godwin. They resembled one another in their contempt for the past. While each preached the need for nonviolent revolution, each had a different following. Benthams revolution†¦show more content†¦Godwin believed it was impossible to be rationally persuaded and not act accordingly, and that man could live in harmony without law and institutions. He believed in the perfectibility of man. The two works Godwin is remembered for are An Inquiry Concerning Political Justice (1793) and Caleb Williams (1794). Rousseau was the author of Discours (1755), and, of course, his masterpiece, Contrat social (1762). Man is born free; and everywhere he is in chains. And man must be forced to be free. These were the notions of Rousseau and those who followed him. Rousseaus concept of a social contract (via., that there existed unstated reciprocal obligations between the people and government) is not near as upsetting as his view that the existing social conventions should be immediately upset like a barrow of apples at the Saturday morning market: every apple, all at once, to be bruised and kicked. What Rousseau failed to observe or appreciate is that the state is an organic organ which has evolved over a very long time and runs (and can only run) on culture and custom. It would take a lot more than long years of war to change the fundamental beliefs of a people. It would take a lot of time, and several generations will have had to pass, with wise men in power applying gentle non-hurting pressure (s imple and steady pressure). Going against the writings of Godwin and Rousseau, Malthus, in his famousShow MoreRelatedSocrates And Machiavelli : A Political Philosopher1666 Words   |  7 PagesMachiavelli appear to have a lot in common.   They both lived in a time of political unrest and violence. They both dealt with uncertain surroundings in their societies. Most importantly, they both tried to use philosophy to improve their society. However, there was also an important difference between them. While Socrates was a moral philosopher whose goal was to search for truth and knowledge, Machiavelli was a political philosopher whose goal was to create a lasting society with a Prince that could holdRead MoreThe First Modern Political Philosophers1839 Words   |  8 PagesThomas Hobbes and John Locke are viewed as the first modern political philosophers. 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The Changing View of Man, The Cosmos and His Place

Throughout the middle ages, people have viewed the cosmos as a basis for the social order here on Earth. The celestial layers were representations of the medieval society and the church. The hierarchy of the Kings and Pope over their subjects was justified by the hierarchy of the heavenly bodies; it was considered natural and no one questioned it because it has been like that for so long. Medieval life was centered on God, abiding by the doctrines of the Catholic Church, and the strengthening of faith. Arts and literature in the medieval age featured divine and supernatural beings that promoted the power and influence of the church. Spiritual and religious themes were constantly the subject of paintings, sculptures, and literary†¦show more content†¦The transition of the pre-modern to modern outlook was shown in King Lear, one of the most famous of Shakespeare’s plays. Ever since, the king was at the top of the medieval society, after him the lords and nobles, knights, merchants, and peasants at the very bottom, but this will no longer be the case when Lear’s daughters decided that they wanted to be equal in power with the king. Traditionally, children were supposed to honor and respect their father and mother, but for Goneril and Regan, Lear’s wicked daughters, they were only interested in their own individual interests, a demonstration of very modern values. Cordelia was the only daughter who followed duties and kept to her proper place. The storm at the heath also represented chaos and instability because the natural order of things was disrupted with the king losing his rank and authority by being reduced to a crazy peasant. His journey to madness symbolized his own transformation and a change of perspective in the way he looked at life. Again, this shift in thinking follows through in Niccollo Machiavelli’s The Prince, on his idea that a person is responsible for his own destiny and can become powerful gaining himself a high position of power with the use of his own skill and intelligence. Those who become princes by virtue of their abilities acquire dominion with difficulty but maintain it with ease (Prince, pg.30). He favored the republic more than the monarchy due to his reasoning thatShow MoreRelatedThemes in Mircea Eliades The Sacred and the Profane1419 Words   |  6 Pagessupport his ideas as the the book itself is a brief introduction to religion as a whole, particulary the religions of primitive societies. Nonetheless, when looking to the past one can see that mankind’s desire to associate itself with the sacred has been occuring for thousands of years. 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The very essence of Platonic thinking comes down to Platos definition of philosophy, which he simply puts as the vision of truth. This truth is revealed to a focused mind in a moment of ecstasy, as if aRead MoreThe New Heaven And New Earth2305 Words   |  10 Pagesthat is not based on a moral, but on a spiritual rebirth. Furthermore, to understood creation one has to view it as both the prologue to history and its eschatological climax in the new heaven and new earth. Creation stands as both the beginning and the end of the divine-human drama, but it have very limited importance for what occurs in between (Gen.3-Rev.20). The conventional world-view of some wisdom writings is that righteousness leads to an ordered universe. Righteousness within the biblicalRead MoreThe Rise And Rise Of Religion During The Axial Age Essay1954 Words   |  8 PagesHere, the pursuit of ‘profit’ became the pursuit of ‘social good’; the lines between civic and marketable gain became blurred, forever changing the attitudes of peasants and the rich alike. The Axial Age was a crucial period in our history in which leaders learned how best to manipulate their populace, philosophical thought took root in the rational ratios of the cosmos, and market economy became not only a medium in which to acquire that which one needs to survive, but the bedrock upon which our societyRead MoreAnalysis Of Des Cannibales By Montaigne1763 Words   |  8 Pagesof the essay. It is pivotal in setting the precedent for the rest of the essay since it establishes how Montaigne came to his viewpoints on the Tupinambà ¡ since they are different to those held by many of his contemporaries. When Montaigne wrote, people were only beginning to learn about other areas of the world. People on the whole had not travelled and so held ethnocentric views regarding culture. They failed to understand the people of the New World, thus labeled them as ‘sauvage’ and ‘barbare’ somethingRead MoreEssay about Transcendentalism in the Poems of Whitman2109 Words   |  9 Pageswrote about many subjects -- expressing his ideas and thoughts about everything from religion to Abraham Lincoln. Quite the opposite is true, Walt Whitman wrote only about a single subject which was so powerful in the mind of the poet that it consumed him to the point that whatever he wrote echoed of that subject. The beliefs and tenets of transcendentalism were the subjects that caused Whitman to write and carried through not only in the wording and imagery of his poems, but also in the revolutionaryRead MoreTlon, Uqb ar, Orbis TertiusBy Jorge Luis Borges2073 Words   |  9 PagesOrbis Tertius Jorge Luis Borges is widely known for his bizarre short stories that question all aspects of life and our world. Tlon, Uqbar, Orbis Tertius is no different putting into question everything we believe to be true. Tlon, Uqbar, Orbis Tertius is a narrative account of an individual who has discovered the fictional land of Uqbar in one of the version of an encyclopedia. Throughout the story, the man keeps investigating more on this place and finds that its importance comes from Tlon, one

International HRM Free Essays

International HARM International HRS management refers to an extension of HRS that relates to having people working overseas. HRS professionals are going to have to consider how to best provide policies, practices and services to a diverse set of employees located in potentially very different locations and operating environments. The differences between IHRAM and HARM involve: involves working with an organizational structure that is more complex there are a greater number of more diverse stakeholders groups to take account of there is a rater Involvement In people’s private lives because of the expatriation element Diversity Is necessary In terms of management style greater number of external influences and risks to understand and manage Regardless of the type of organization, policies, practices and HRS systems must be compatible and effective across the world, and need to balance the needs, wants and desires of all the various groups of employees, whilst remaining cost- effective. We will write a custom essay sample on International HRM or any similar topic only for you Order Now It should take Into account the following. Range of Manpower approaches: Ethnocentric: WHQL management dispatched, Polytechnic: Local management; global; Right Person in right job. The International Dimension: Contextual impact of Globalization; International effectiveness of Organizations and the global nature of Labor Markets. Cultural Orientations: Nationality Is important in HARM because of its effect on human behaviors and the consequent constraints on management action. Understanding cultural diversity Is crucial to managing an international organization effectively. Hefted defines 4 distinguishing factors of national culture: Individualism: Power Distance: uncertainty, avoidance and masculinity: Time Orientation: Hypotheses work is interesting in that it demonstrates that cultures among a people remains persistently divergent despite convergence in areas such as technology and economic systems. Trampers is a researcher who has looked at different dimensions of cultures. GLOBE Examines practices and values at industrial organization and societal level. National Business Systems Institutional variation Is another major determinant of differences between the prevalent approaches to HARM found In different countries. A widely advanced view Is hat the following factors have a major influence on how HRS is practiced on a day-to- day basis. Local Laws Enforcement Mechanisms Government and Policy Making Collective Bargaining Labor Markets National Training Policy/Agencies Pension Arrangement Social Security Systems Marathoner et al 2010, highlights the need for the recognition of diversity, culture and national business systems which can be achieved through: Strategic management of corporate Identify, vision, mission and values Line managers need to mange the Capture the benefits of diversity, leverage tacit knowledge Acknowledge local market knowledge Apply best practice across the group with global programs Cross cultural management development is critical. Employees working internationally need to be able to work effectively in the country and culture where they are placed. This requires any potential assignee to have a high level of self-awareness of their own assumptions and sensitivities. To operate effectively their must examine their own culture and understand how this will impact on their Judgments and their per ceptions of the behaviors of others from different cultural backgrounds. How to cite International HRM, Papers

Macbeth Evil Question free essay sample

In Macbeth, Shakespeare wished to create a dark and evil world inhabited by malevolent characters who performed dastardly deeds upon one another. The particular use of language, imagery and pathetic fallacy, to an enormous extent, assisted in the creation of a powerfully evil, violent atmosphere which permeated the entire play. We are first introduced to evil in the form of the supernatural. The witches conduct evil for evils sake. It is not for personal gain. Although this supernatural evil cannot be committed by the witches directly, they do exert an influence on the characters, Macbeth in particular, through temptation. The witches are utterly wicked characters, although their dialogue sometimes seems almost comical, like a malevolent nursery rhyme perhaps; Double, double, toil and trouble. The presence of the witches alone is an embodiment of instinctive evil. There is a great deal of violent language present throughout the play. In Act 1, Scene 2, we observe a graphic discussion of battle by the Scottish King and his attendants; till he unseamed him from the nave to thchops and fixed his head upon our battlements. We will write a custom essay sample on Macbeth Evil Question or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Not only does this create a general atmosphere of evil, but it also assists in depicting he character of Macbeth. He is simply bound to be evil Judging by these references. Another strikingly evil character is presented to us in Act 1, Scene 5. Lady Macbeths language serves a similar purpose to that of the Kings attendants. It is especially horrifying coming from a woman. Being the main female character, we expect her to possess an air of femininity but what we perceive puts those assumptions to rest. It is not long before we realize that the power of her evil is in fact greater than that of her husbands. She fears Macbeth is too full of the milk of human kindness and herefore must guide him in order to go ahead with the horrific assassination of King Duncan. To emphasize her point, Lady Macbeth illustrates it with an action she would take on her own flesh and blood had she been stopped while being as determined to succeed as she is now; l would, while it was smiling at my face, have plucked my nipple from his boneless gums, and dashed the brains out. Although this is a metaphor, Shakespeare presented us with an immense perception of evil. Lady Macbeth is a truly magnificent representation of evil, as well as being one of Shakespeares most famous and frightening female characters. In creating an evil atmosphere, Shakespeare used the power of imagery; darkness playing a defining role. The use of dark colours is vital in creating a prevalent sense of evil, notably characters being referred to as Black Hecate along with Nights black angels. The frequent referrals to darkness and night-time heighten the atmosphere of evil. It is always at night-time that the witches show their faces and act as instruments of darkness. The audience automatically know that the witches are the embodiment of evil, temptation, and betrayal. Night-time also serves as the cover for Macbeths crimes as he pleads; Stars, hide your fires! Let not light see my black and deep desires. Lady Macbeth echoes this as she calls on the night for help; Come, thick night, and pall thee in the dunnest smoke of hell, that my keen knife see not the wound it makes. Throughout the play, it is only bright twice Duncans arrival at Inverness and when Macbeth is about to die. Both are events that antagonise Macbeth s evil plot. Shakespeare also reters to blood throughout the play which plays a key role in the morbid tone of Macbeth. The feature of blood assists in showcasing the malignant minds and evil deeds of the characters. After Lady Macbeth becomes a somnambulist, wracked with guilt over what she has done, we see her obsess about the metaphorical blood on her hands, leading to one of Shakespeares most famous lines; Out, damned spot! Out, out, I say. The multiple references of blood aid the powerful vision of evil. Pathetic fallacy plays a part in the continuous aspects of evil. The natural world mimics the real world when Macbeth ruthlessly murders Duncan; Theres husbandry in heaven, their candles are all out. This unnatural darkness symbolises the unnatural killing of a decent, well-liked King. Pathetic fallacies are used to reflect the events that happen during the night of Duncans murder. The unruliness of the night, the strange screams of death heard in the air, the feverous and shaking nature of the earth; these sinister personifications are all symbolic of the evil murder. Mastering the use of language, imagery and pathetic fallacy, Shakespeare presents us with a powerful vision of evil that is demonstrated from the beginning of Macbeth right up until the very end.