Project Management and Enterprise Information Architecture Essay

Enterprise architecture provides a framework for the business to add new applications, infrastructure, and systems for managing the lifecycle and the value of the current and future environments. Enterprise architecture provides the alignment across business strategy, IT strategy, and IT implementation. Enterprise architecture links the enterprise business strategy to its IT investments by ensuring a tight integration between the Business, Application, Information, and Infrastructure architecture layers. Each of these areas describes integrated sets of blocks should be selected so that the enterprise can achieve its overall business objectives. They also need to be made available so that projects can use them in the design, development and deployment of IT-base business systems. Enterprise Strategy Layer For most institutions, strategic planning and the efficient execution of related IT projects are hampered by lack of enterprise-wide views of the current business and IT landscape and it is difficult to establish a flexible, adaptable, and business-driven IT strategy. Therefore, this layer predominately describes an enterprise strategy concerning product portfolio and appropriate customer segments, appropriate delivery and distribution channels in the given market environment, competitors and core competencies, and capabilities of the company. Business Layer Developing an Enterprise Architecture involves providing the process and integrated tools to capture the as-is state of the organization—the business and IT ecosystem—and the desired, to-be state. Enterprise Architecture facilitates the creation of enterprise blueprints that show how business processes are now and how they can be implemented, exploiting the full range of capability of underlying IT architectural building blocks. Application Layer The proliferation of applications, systems and the platforms and their interdependencies make the process of adding and enhancing IT capabilities a risky proposition for the business unless there is an Enterprise Architecture Strategy. The Applications Layer supports the business and describes the required business functions in the underlying IT application systems. Information layer Information is the fuel that drives business artifacts; their flow generates value to the user. To transform raw data into meaningful information that provides additional insight and value to the business is one of the key objectives of the Enterprise Architecture. Infrastructure layer  The infrastructure layer consists of the network, server and storage infrastructure supporting higher-level functions such as applications, databases or e-mail servers. Due to cost pressure, business stakeholders demand more flexibility and agility also from this layer leading to higher degrees of virtualization and systems consuming less energy, reducing electricity costs. To summarize, Enterprise Architecture gives the business and IT stakeholders the big-picture perspective across business processes, information systems and technologies. Applying Enterprise architecture improves the predictability and consistency of project outcomes across the portfolio. Consistently repeatable and thus predictable project success is of utmost importance to achieve an orderly change required for driving effective and lasting transformations such as SOA initiatives while managing associated, inherent risks. Conceptual Approach to EAI Reference Architecture Information architecture The information architecture helps develop the information-centric, echnically compatible systems by providing a consistent approach to information technology across a Line of Business (LOB) or a larger organization. The information architecture provides the foundational information-relevant concepts and frameworks for dealing in a consistent and integrated manner with the technology to guarantee the responsiveness and trusted information insight that the business requires from its Information Layer. The information Architecture identifies the information centric components of an organization’s IT environment and defines its relationship to the organization’s objectives. The information architecture also describes the principles and guidelines that enable consistent implementation of information technology solutions, how data and information are both governed and shared across the enterprise, and what needs to be done to gain business-relevant trusted information insight. Following are some examples of the core principles that guide an Information Architecture. * Access and exchange of information- Information services should provide unconstrained access to the right users at the right time. * Service re-use- Facilitate discovery, selection and re-use of services and whenever possible encourage the use of uniform interfaces. * Information governance- Adequate information technology should support the efficient execution of an Information Governance Strategy. Standards- A set of coherent standards for data and technology should be defined to promote simplifications across the Information Infrastructure. Enterprise Information Architecture The Enterprise Information Architecture is the framework that defines the information-centric principles, architecture models, standards, and processes that form the basis of making information technology decisions across the enterprise. The EIA translates the business requirements into informational strategies and defines what data components are needed by whom and when in the information supply chain. Furthermore, it addresses the need of the business to generate and maintain trusted information that is delivered by relevant data components. So why do we distinguish between an Information Architecture and an Enterprise Information Architecture? The enterprise in the definition adds the enterprise-wide business context to the definition of Information Architecture. The challenges faces by most organizations, from government to public enterprises, depend upon consistent decision making across multiple business units, departments, and individual projects. The EIA is a core component of the required framework for effective decision making by defining the guiding principles that dictate the organizations strategy to address business needs and the information centric technology infrastructure that supports them. The EIA defines the technical capabilities and processes the organization needs to manage data and information over its lifetime, optimize content-based operational and compliance processes, establish, govern and deliver trusted information, and optimize business performance. By aligning business needs with the technology and the information flows in the supply chain, EIA delivers flexibility agility and responsiveness to the business process and the organization as a whole. The primary goal of the EIA is to reduce complexity and thereby contribute to the elimination of all the factors that act as the inhibitors to change and address new business paradigms. Primary characteristics that can be used to distinguish a well-defined EIA implementation include the following: Gaining transparency- The information remains independent from application specifications, application implementations, and user interfaces. It provides a transparency layer between the information and application domains. * Considering enterprise business requirements- The architecture takes into account the overall information needs of the enterprise and specific LOBs or individual organizations. * Avoiding inconsistencies. It helps identify inconsistencies, conflicts, overlaps, and gaps in the data and information, and offers a concept, framework and methods to resolve this, and it is useful to select adequate solutions. Managing Service Level Agreements (SLA): It provides mechanisms for the definition and management of information-centric SLAs which can be monitored and enforced. * Enable decision making- The architecture enables more consistent and efficient IT decision making that is linked to business needs. It does this because it is both flexible and extensible. * Addressing reusability aspects. Enforcing and EIA means that information assets are shared and reused, avoiding data multiplication and thus reducing development, service, and support costs. * Addressing data scope.  The information Reference Model used by the enterprise describes the scope of the used data information supported by the EIA. * Defining a technology strategy. It establishes the framework upon which strategies adopted by the enterprise depend. In addition, it defines the set of principles that guide how an organization’s information systems and technology infrastructure are engineered. Reference Architecture The reference architecture provides a proven template for architecture for a particular domain or area of application that contains the supporting artifacts to enable their use. The Reference Architecture incorporates best practices resulting from work on a particular field and it also provides a common vocabulary to enable a common understanding while facilitating discussions around implementations. A reference architecture encapsulates at an abstract level the results and best practices derived from multiple deployments of solutions to a given business problem. They enable the logical sequence of tasks required to build a complete system. Reference Architectures provide a common format that facilitates the design and deployment of solutions repeatedly in a consistent manner. This, they are a valuable tool for IT Architects to help identify and assess gaps and reduce risks in the solution deployment cycle. Based on the requirements in a given area of an application, there are certain components shared between systems in the same area. The Reference Architecture identifies these components and indicates how they interconnect. The following are some key Reference Architecture characteristics. * Major foundational components or building blocks- They help to describe an end-to-end architecture solution. Common language- It simplifies communication when talking about systems of a given type. * Framework- The Reference Architecture is a framework for scope identification, roadmap definition, risk assessment, and gap assessment. * Foundation. It is a proven foundation for all solution designs in a domain (e. g. e-business solutions) The Reference Architecture leverages ideas from successful past implementations and lessons learned from troubled or failed projects and concentrates on simplifications, reuse, and usability, avoiding the complex details of the specific technology. It has the potential to evolve over time, meaning that after it has been constructed it requires maintenance with harvesting of best practices from projects as they are completed, including changes or additions to the Reference Architecture to handle situations that were not addressed. Within the wider solution architecture and deployment scope, there are significant advantages to using Reference Architectures. Following are few examples.

Helicopter Parents Essay

I am writing in response to the article â€Å"Interfering parents ‘damaging children’†. This article said that some parents are far too conscious about their children and they try to monitor their every single action. These parents may force them to ‘friend’ them on facebook account, or even checking their text messages. They are called ‘helicopter parents as they keep on tracking their children. I understand that parents care about their children. They do not want their children to get hurt and they try to keep them away from danger. However, these monitoring actions may cause their children to feel trapped with no freedom. Their children will eventually become secretive and they may try to hide themselves in front of their parents. In this case, their parents will try harder to track their children’s actions, which will turn out to be a vicious cycle. Therefore, parents should learn how cope with their children’s problem. Parents can discuss issues that they concern with children but they should still give their children spaces as well as privacy. Children may have their own friends and social life. They may not want their parents to intrude in their social life and make friends with every friend they know. Parents should try to chat with their children as a friend instead of forcing them to report every detail about their school life. If you are willing to give your child more freedom and not over-reacted, your children will be more willing to tell you things happened around them,  Ã¢â‚¬ËœHelicopter parents’ has become a social problem in recent years. We must understand the reason behind and try to cope with the problem. In conclusion, communication between parents and children are important. If parents and children are willing to communicate with each other, they can be clear about each other’s feelings. Thereby making suitable adjustment on the attitude they take on each other.

American reactions to the vietnam war Essay

It contains broad coverage regarding what happened in the demonstration and the reaction of the construction workers to the war. But it fails to provide wider coverage to America’s reaction as a whole, as it only explores one event, from a certain group, which were only a small minority of the American population. It provides some context by briefly explaining why the construction workers went on this demonstration, however some areas lack context as it isn’t entirely clear as to why they reacted so violently to the war. It portrays a precise and detailed insight as to how the ‘Hard Hat’ construction workers reacted to the war, however other areas of the representation lack sufficient detail, for example the author only briefly mentions how the police collaborated with the construction workers. However it does provide broad coverage as it mentions the different reactions to the demonstration, including a major American newspaper. This representation explores the ‘Hard Hat’ demonstration in great precise detail, giving a clear view into exactly what happened on that demonstration, and how the construction workers reacted to the war. Even though it explores the event in great depth it fails to include figures, dates or statistics. It also lacks context and detail in certain areas, for example it fails to mention why the police worked with the construction workers. However it does contain carefully selected quotes which shine further light upon the event, one quote stating that the police were working with the construction workers. The other quote is from a construction worker explaining why he went on the demonstration. In addition the representation completely agrees with what I know about the ‘Hard Hat’ demonstration. This representation is written in a very professional, analytical and factual style, which is mostly detached, making this piece mostly objective. However it is also quite unobjective, as there is a certain amount of emotive language used, for example ‘mob’ and ‘chased down’. It also contains a quote which arguably justifies the attack, explaining that one of the construction workers was doing it for his brother who was wounded in Vietnam. Overall this source gives a detailed insight as to how a group of construction workers reacted to the war, however this is only a small minority and their reaction doesn’t represent the reaction of America. It fails to give a broad view as to how America as a whole reacted to the war. In addition the event is explored in great depth and is written in a professional and analytical style. But it lacks precise detail with no use of figures or dates, and contains a significant amount of emotive language, causing it to be quite inaccurate and unobjective. In conclusion all three representations explore in detail how certain different groups among US society reacted to the war. I have come to the conclusion that representation two is the best regarding the way in which people in America as a whole reacted to the war. It broadly covers in great detail the reaction of many different group among the American population including, pacifist, liberalist and students. The reaction of these groups combined with a survey of public opinion; represent the reaction of a large majority of America. Even though it doesn’t go into as much detail as the other two sources, they only manage to focus on one group of people. This representation objectively and analytically explores in great detail how a number of different groups reacted, and it portrays the best, accurate, most vivid, broad image of how people in America reacted to the war. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Classics section.

Tracey Emin Something Wrong Essay Example | Topics and Well Written Essays - 1500 words

Tracey Emin Something Wrong - Essay Example 6). However, emergence of modernism in the Western social and intellectual discourse has contributed to a great extent in immense popularization of this art form and currently it is considered as â€Å"the most universal of all the arts† (Newark, 2002, p. 6). Freedom of expression and reflection of spontaneous human emotions are important traits of modernist consciousness. One of the important reasons for wide acceptance of graphic design is that it encompasses both these aspects and an artistic mind receives a great deal of liberty to express his/her reflection about the society or events happening around through symbolic yet explicit use of imageries. William Addison Dwiggins, considered as the father of modern graphic design, has clearly pronounced his observation regarding application of this art form as, â€Å"The printing designer’s whole duty is to make a clear presentation of the message – to get the important statements forward and the minor parts place d so that they will not be overlooked† (Dwiggins; Newark, 2002, p. 10). Such observation clearly suggests that graphic design not only emphasizes over certain important aspects that the artist whishes to focus; rather it elaborates an entirety of observation of the human existence in the modern situation, where every single emotional expression receives equally important treatment from the respective artist. The cosmopolitan social existence of the modern era is a very vital factor, which has provided an extra boost to wide acceptance of graphic design. In addition to this factor, evolution of feminism and Women’s Art Movement during the 70s helped in providing a new dimension to the entire scenario of artistry (Pollock and Sauron, 2007, p. 215). Though constitutionally the Western nations were emphasizing over the aspect of freedom of speech and expression but compared to men, their female counterparts were

What have been the costs and benefits of Hong Kongs Currency Board Essay

What have been the costs and benefits of Hong Kongs Currency Board System since 1983 - Essay Example As a result, confidence in the HK dollar and economy began to diminish’ (Hanson). Also that year, the business scenario was not good – the stock market down by 50 percent, property market experiencing downturn and there were runs on the small banks. ‘The value of the HK dollar continued to decrease throughout the year and on September 24, 1983, reached an all-time low of HK$9.55 per US dollar’ (Hanson). ‘In less than a month, following a proposal made by Hong Kong business economist John Greenwood, the government announced that it would return to a currency board system, which would pursue an anti-inflationary policy and promote currency stability’ (Schuler). The CBA is an ‘idiosyncratic system since there is actually no currency board, and bank notes are issued by a few designated commercial banks, which alone deal directly with the monetary authority at the fixed exchange rate of HK$7.80 to the US dollar’ (Shu-ki Tsang). The CBA which was ‘also known as the â€Å"linked exchange rate system† or the â€Å"link† has revolved through several stages. From October 1983 – 1987, the Hong Kong government could not even define the monetary base and the theoretical forces of bank note arbitrage and competition did not seem to work’ (Shu-ki Tsang). The exchange rate was strengthened by the government interference in the foreign exchange market and interest rate handling. ‘To provide the Exchange fund with the necessary instruments to conduct â€Å"open market operations†, the Hong Kong government embarked on a series of programs to introduce Exchange Fund Bills (from March 1990) and notes (from May 1993). On the other hand, the LAF, set up in June 1992, allowed the Exchange... This study will critically analyze the costs and benefits of Hong Kong’s currency board system since 1983. The analysis of the essay is achieved in three main sections. First, currency board arrangement is defined. Moreover, the costs and benefits of Hong Kong’s currency board system since 1983 is investigated before finally concluding. ‘Currency board arrangement is a special case of a rules-based monetary system. It is a system based on rules rather than discretion that serves to establish credibility and avoid losses resulting from decisions that can sometimes be undertaken within a myopic timescale’ (Balino 1997). Hong Kong operated a ‘sterling exchange system from 1935 – 1973, excluding the years of Japanese occupation. The sterling exchange system is a currency board with note issue back by holdings of Sterling assets’ (Crosby 2000). Then, ‘between 1972 and 1974, the HK dollar was set at a fixed rate to the US dollar. From No vember of 1974 until the return of the currency board in 1983, the HK dollar floated freely against the US dollar’ (Hanson). Hong Kong being a Special Administrative Region of China is dependent on mainland demand but its monetary system is still attached to the U.S. If ever China retaliates against pressure for the trade protectionism in the United States, then Hong Kong would be caught in between. As for its disadvantages, people may doubt the willingness and competence of the government to continue ‘perfect convertibility at the specified rate’

Organizational Communication Research Paper Example | Topics and Well Written Essays - 3000 words

Organizational Communication - Research Paper Example Effective communication in this case requires message, a sender, a recipient, codes to help in encoding the message, and a means of transmitting the message. If passed on well information contained in communication will encourage and promote good relations between people and entities. This therefore emphasizes the need for effective communication if the businesses are to prosper as well as have a good flow of information within the out of their confines. One of the characteristics of effective communication is the absence of conflict in response or reaction as has been captured perfectly by Katherine Miller (2008). When we talk of organizational communication, we essentially refer to the way in which companies, associations or groupings communicate with their employees, clientele as well as how departments interrelate with each other. It is also encompasses the relationship between a business and its environment, a process that enables the organization to relate with its surrounding in order to serve them with finesse (Carsten, & De Dreu, 2007). Literature Review: Effective communication in a very important tool in an organization, especially because of the way it helps in promoting good flow of information and hence relationship and performance of the business departments as they create a synergy for achieving the best results in terms of production. Organizational communication can either be internal or external. Internal communication is solely communication within the confines of the company while external is communication with other businesses or any other external entity. Effective communication leads to many positive effects and leads to good productivity. There are several ways that management can use communication to pass information. They include emails, meetings, face-to-face discussions, letters, video conferencing, conferences and telephone calls (Fredric, & Jablin 2007). Noteworthy, is the fact that some methods of message transfer are more effect ive and detailed than others and therefore appropriate to always evaluate the organization and weigh the most effective and cost efficient mode of communication for your business, and through which the company can achieve maximum profits. When the most appropriate mode of communication is used then message contained in it not only leads to its effective transfer but it also enhances a good relationship between various entities in the an organization and especially the top management and the workers. It also creates an enabling environment for the building of trust within the company workers (Miller, 2008). Communication as a process is a very dynamic and vibrant process when compared to other business processes. As a process communication changes with individuals and this is dependent on factors such as education, eloquence, target audience and the message being transmitted itself. It is therefore right to say that the sender of the message determines how the message will be underst ood and interpreted. If communication is efficient, it will get rid of events of conflicting messages or conflicting responses (Fredric, & Jablin, 2007). Successful communication at different levels of management is important in an organization in that it helps in building of relationships amongst these people. Communication between management and employee is also a very important aspect

The advantages and disadvantages of the monster Essay

The advantages and disadvantages of the monster - Essay Example This paper shall analyze various beliefs about the existence of demons as a category of monsters. The thesis statement shall be: demons are real monsters mostly attributed with lies and evil deeds. The question in the existence of demons as monsters has been questioned over time. Jenkins (1) explores what she calls â€Å"ten terrifying cases of demonic possession† to demonstrate that demons do exist and that all they do is to cause human suffering. Similarly, an article by Robert Lawrence Kuhn also attempts to shed more light on the existence of angels and demons. Finally, an article by an organization called truth for the world also explores whether demons still do possess people today. This paper shall analyze demons as a category of monsters. The article by Beverly Jenkins argues that demons are real and that they do possess people. In many cases when demons possess a person, they transfer their monstrous appearance and behaviors to the person. Jenkins observed that even during the time when Jesus was living on earth, he cast out demons from people. The author points out that when this type of monsters called demons possesses a person, they torment the body. For example, she gives the example of Clara Germana Cele, who was possessed with dark spirits. The author also demonstrates that when one is possessed by this spiritual category of monsters, the disadvantage is that they cause much suffering to their victims. She gives the case of Roland Doe whose body contorted in pain when he was possessed by demons. Jenkins also demonstrate that when one psychiatrist came across a patient who was later possessed, demons seemed to speak through her. She notes that some of the most common words spoken were phrases such as â€Å"Leave, leave her alone. She is ours.† That happened simultaneously with levitation off the bed as items in the

Steady-State Economics and Environmental Philosophy Research Paper

Steady-State Economics and Environmental Philosophy - Research Paper Example According to an article â€Å"CASSE proposes the establishment of a steady state economy with stabilized population and per capita consumption.† (U.S. Fed News Service) To begin let’s examine the significance the environment has on a state’s economy. Why is it important that the two thrive together to produce a stabilized economy, The environment and the economy rarely have traveled together on the same path. Gains in the economy come at the sacrifice of the environment. Protection of our natural resources hamstrings business development. Or so the argument goes. But what if by protecting special lands, cleaning up environmental problems and growing responsibly, we actually increase jobs, stop the population migration, and revitalize our communities? (DiBerardinis) According to an article published for Environmental Law the state of the environment plays a very significant role in the advancement or the downslide of the economy, The warning of "global environment al crisis" is being sounded more and more frequently by scientists, politicians, and other observers. The doomsday predictors of the 1960s, like ecologists Paul Ehrlich(1) and Rachel Carson,(2) have been joined by an ever-growing chorus of doomsayers in the 1990s.(3) Rachel Carson's concerns regarding pesticides were prominent in the early 1960s; today, concerns about the potential myriad of ecological effects from global warming predominate. Loss of biodiversity from habitat destruction, pollution, and other threats is also a major present concern.(4) The proliferation of environmental alarms has, as expected, been accompanied by claims of critics that the alarms are overstated.(5) Besides denying the existence or magnitude of environmental threats, these critics question the priorities of the leading environmental advocates and their focus on government regulation, rather than the market, to address those priorities.(6) Underlying the debate over whether humans' demands on the Ear th have exceeded its ecological carrying capacity is a debate over the propriety of economic growth, the primary goal for rich and poor countries and for most international institutions.(7) The doomsayers generally see humans' unbridled pursuit of economic growth as a major root of all or most environmental evils; their critics generally see growth as providing a solution to environmental problems.(8) While this debate has continued, there has been increasing consensus behind the concept of "sustainable development," which became a global future through its adoption by the United Nations-sponsored Brundtland Commission in a 1987 report entitled Our Common Future.(9) That report defined sustainable development vaguely as development that "meet[s] the needs and aspirations of the present without compromising the ability to meet those of the future."(10) Although that concept has helped raise the prominence of environmental protection on national and global policy agendas, it has not u nseated economic growth as the primary public policy objective. (Wenig) The impact of the environment is crucial to the survival of a state’s economy. There are many ways to help ensure the environment’s safety. There are organizations that rise up to protect natural habitat from extinction. There are organi

Star Image of Helen Mirren Essay Example | Topics and Well Written Essays - 2000 words

Star Image of Helen Mirren - Essay Example This analysis will concentrate on two specific points in Helen Mirren's career. First, her arrival on the scene at the height of the sexual revolution and how sexuality became a major part of her star image, and second, her recent renaissance as a sexual object near the end of her career. It is thus only partly ironic that Helen Mirren was recently voted the world's sexiest OAP; she is surely the oldest woman to pose naked on the front of the normally staid Radio Times. From youthful, bohemian sexuality in her early films and theatre roles onto a more mature, developed and confident seductiveness in films such as The Long Good Friday, Mirren has succeeded in being "sexual" without seeming to lose her identity as an autonomous female. Helen Mirren came to prominence at the height of the sexual revolution in the mid 1960's She auditioned for the National Youth Theatre at the eight of eighteen (in 1963) and at the age of twenty was already starring at the Old Vic Theatre. Her early roles reflected a sexuality that was perhaps beyond what most might expect of a young woman of her age. Thus she played Cleopatra in Antony and Cleopatra in 1965 for the National Youth Theatre and then Cressida in Trolius and Cressida for the Royal Shakespeare Company, followed by Lady Macbeth for the same company in a famous production directed by Trevor Nunn. Two early film roles exemplified the mixture of a fire-like and yet vulnerable sexuality. The left still below is from Age of Consent (1969), while the right one is from O Lucky Man, along side Malcolm McDowell : - While it is perhaps very difficult to extrapolate from a film still to the actual experience of watching a film, and thus considering the screen presence which makes a "star", these stills hint at the fact that Mirren has never been a traditional "sex object" along the lines of Marilyn Monroe, Bridget Bardot or Sophia Loren. She looks, to be frank, simply too intelligent to be pigeon-holed into such a one-dimensional identity. A popular entertainment website describes her as "perhaps the ultimate thinking man's sex symbol. . . " (starpulse, 2007). On its surface this might appear to be a rather superficial interpretation of the actress, but on closer inspection it brings us to the heart of Mirren's unique star quality. Even when she was gaining a reputation as a something of a sex-pot through regularly removing her clothes both on stage and in films during the 1970's, it seems clear that Mirren was careful never to be associated merely with eroticism and thus to be exposed in a gratu itous manner for the voyeuristic pleasure of the audience. The sexuality in her films is nearly always an integral part of the plot rather than merely a chance for the director to show off Mirren's rather obvious sex-appeal. For example, in The Long Good Friday she turns from the classic, almost clichd figure of the subservient gangster wife into a fearless avenger who uses sexual encounters as a source of revenge. Mirren is the controlling subject of her sex scenes rather than the controlled object. She is thus the opposite of the kind of

BOSCH GmbH- Human Resource Management Essay Example for Free

BOSCH GmbH- Human Resource Management Essay In our work the foreign dispatch process is examined, how far the global requirements on the resource staff are met by Bosch. The measures, Bosch developed for the choice, preparation, moving and reintegration of its employees has been examined and set against the common practice of other enterprises. The work starts with a representation of the enterprise Bosch. The main part is a detailed representation of the measures of Bosch with respect to the four phases of the foreign dispatch. These are judged with the theory from technical literature and compared with the common practice of other enterprises. Subsequently the question is followed whether the expansion plans in the direction of the China require a customization of the staff management. Finally we draw a conclusion whether the measures of Bosch are suitable to fulfill the requirements or must be changed. 2. Bosch2.1 Historical developmentThe enterprise Bosch was set up under the name workshop for precision engineering and electrical engineering in Stuttgart in the year 1886 by the engineer Robert Bosch. The international orientation already started early. In 1898 they founded the first branch office in England (London). One year later they opened a dependance in France (Paris). The first branch office followed in the USA in 1906. The international development has continued until today. In 2003 75% of the manufacturing sites are outside Germany. With daughter and associated companies Bosch is present in more than 50 countries worldwide. Bosch is one of the biggest industrial enterprises in Germany today and is a global player especially in the automobile industry. Bosch has convinced with its innovations since their foundation and has a high position in the market. In 1897 Bosch developed the first low voltage magneto ignition which firstly made the use of internal combustion engines possible. The innovation strength has remained until today; so Bosch was the first component supplier bringing innovations like ESP the anti-lock braking system anti-lock braking system, the navigation system under the names Travelpilot and the electronic stability system on the market. Bosch recognized the significance of its employees for the innovation and market success early, too. In 1906 Bosch introduced the eight hour day when celebrating the delivery of the 100,000 sten magnet igniter. With the delivery of the 500,000 sten igniter they introduced work free Saturday afternoons. 2.2 The Bosch, group todayToday enterprise Bosch consists of the motor vehicle technology, industry technology and use and goods technology. Their core competence and most important unit is still the vehicle technology. This can be proved by regarding the sales volume. The share of this division was 65.4% in the year 2003. The sales development and its foreign share is displayed in graphic 1. Bosch doubled the sales volume within only 10 years, from approx. 16 billion  to 36 billion euros. However, the foreign share of the sales volume increased proportionally faster. From 49% in 1993 it rose up to 71% in 2003. These data underline again the strong international orientation of the company. According to this Bosch has employees all over the world. In 2003 Bosch employed 230,000 people worldwide with a share of 54% outside of Germany. 2.3 The corporate cultureThe idea of the corporate culture is interpreted differently in the literature. Berthel defines corporate culture as follows: Corporate culture is the sum of the moral concepts, carried a business together of the employees norms and behavior patterns this one has taken shape in the course of the time. The philosophy of Robert Bosch stamps the corporate culture since the foundation. So he wrote in 1919: It has always been an unbearable thought to me that someone could inspect one of my products and find it inferior . I have therefore always tried to ensure that only look for work goes out that is superior into all respects . In the year 2001 this culture was strengthened by the new model Be Better Be Bosch and the values were formulated in a written form for the first time. They initiated a modernization project called Be QIK. This model functions as action framework for the after stored aims and strategies:†¢Be QIK, Quality, innovation and Customer oriented†¢Be Better improve against previous years and gain the competitive edge,†¢Be Bosch, committed to our vision, our tradition and of the spirit of a the company and the legacy of our founder Robert Bosch. The enterprise therefore tries to create a global behaviorial framework, which takes over the orientation function, identification function, coordination and integration function and helps to manage the challenges of the future. 3. Foreign dispatch process at Bosch3.1 Aims of the foreign dispatchBy the assignment of highly qualified employees Bosch aims at a compensation of a lack of know-how in the respective host country. Furthermore Bosch wants to rise the cross culturel skills of their executives in order to improve the  cooperation with foreign departments. Additionally it is possible for the ambitious employees to request for a dispatch in order to enhance their motivation. An important aim of foreign dispatches is finally the implementation of a worldwide corporate culture through which the communication and cooperation within the Bosch group is made easier. 3.2 Dispatch formsBosch distinguishes three dispatch forms. The business trip, the delegation as well as the transfer. The business trip with a duration of up to three months serves to establish contacts or also to conclude business on the spot. With the delegation Bosch distinguishes between the dispatch for the fulfillment of a project task or the dispatch in the context of trainee programs. The expatriate is abroad for a duration between three months and a year. If it is necessary to cover a lack of manpower a transfer is carried out. In this case the duration of the stay abroad is between one and five years. Bosch averagely dispatches their employees for three years. 3.3 Foreign dispatch processA carefully structured dispatch process is very important for Bosch to ensure the success of the foreign dispatch. To this, at first the occupation order is prepared which contains the necessary qualifications of the employee with regard to the vacant job. The choice of a suitable candidate, the dispatch conversation and the information journey to the possible country are the next steps of the process. After this journey the employee finally decides whether he accepts the position abroad. If he agrees, the employee is prepared comprehensively for the stay abroad. Then the moving to the foreign country takes place. After the job completion the employee is reintegrated. The individual phases of the foreign dispatch process are explained in the following more precisely. 3.3.1 Choice3.3.1.1 Theoretical bases and enterprise practiceThe best liability for a success of foreign dispatch can still be seen in the right choice of the employees to be sent. This should include technical criteria, behavior-related criteria, intercultural environment-related criteria as  well as personal criteria. When choosing a suitable dispatch candidate enterprises often orientate at technical performances. However, empirical examinations show, that competences or-related behavior and-related intercultural environment abilities for the cultural customization have a greater influence on the success of the foreign activity. Other surveys from the 1990s confirm that individual performance features are in the foreground at the choice. In addition, they show that the family is hardly co-included in the decision. An interview under Expatriates points, that the well-being plays the family an important role for the professional success. 3.3.1.2 Choice at BoschBosch has recognized the importance of extra-technical criteria for the choice of a suitable dispatch candidate. Besides the career potential, which are investigated by the employee development instruments (see chapter 2.2), features like team and communication ability or representation of the Bosch culture are co-included in the decision. The latter has a great importance for the support of the implementation of a worldwide corporate culture, one of the aims of the foreign dispatch. 3.3.2 Preparation3.3.2.1 Theoretical bases and enterprise practiceInstitutes specialized in further education and intercultural management distinguish between a country specific and country general as well as intellectual and experience obtained preparation. The respective confrontation of these preparation methods shows the following classifications:†¢Intellectual country specific preparationPrimarily general information about the host country is mediated and language courses carried out here. Culture games are, such as the cultural assimilator training. †¢Experience-related country specific preparationThe political, economic and socio-cultural conditions of the host country shall be given to the expatriate a better understanding. With the help of case studies and role plays as well as information journeys the expatriates are prepared for country and culture specifics. †¢Intellectual preparationThe cultural self awareness model plays an important  role in this preparation class. It assumes that it is important to remind the participant of his own stereotyped and behaviors in order to develop a sensibility for the foreign maybe strange looking cultural aspects. †¢Experience-related country general preparationThis preparation method which shall enlarge the intercultural competence of the expatriates (on The job by Outdoor training, intercultural simulation games) consists of the cooperation on international teams as well as of an intercultural action training. Source of the success of foreign dispatches is the degree to which an expat is able to establish contacts and manages to overcome culture barriers and to find the way in the strange culture. The chief attention of the preparation in German and American companies lies in the technical education, the execution of a language training as well as the arrangement of general country information, though. An experience-related preparation seldom takes place. The external execution of the preparation measures is in general preferred opposite the internal one. The family moreover is only seldomly included in the preparations although family problems belong to the most frequent reasons for the failure of foreign dispatches. After a study of the auditing company PriceWaterhouseCoopers 40% of all Expatriates return home ahead of schedule. 96% of these on impulses of the family which often doesnt cope with the surroundings. The final conclusion is that the size of the preparation is very small in the entrepreneurial practice. 3.3.2.2 Preparation at BoschBosch practices comprehensive preparations for both its employees and their families to ensure the success of their foreign dispatch. At the beginning of the preparation Bosch offers a information journey which is designed for employees who go abroad for longer than 12 months. Before the definite decision, Bosch gives its employees the  opportunity to go to the host country with the companion of their partner. The stay lasts for two to three days, within Europe outside Europes approximately one week. By this look and sea trip the employee and his companions can get a better idea of the future place of residence. That shall prevent them from forming unrealistic expectations. If the employee decides to accept the job offered abroad, the real preparation starts. The central HR department is responsible for the execution of the preparation transfers (ZM2). It builds a preparation plan with measures which are coordinated with the needs of the respective employee. The aim of the preparation with Bosch is the arrangement of intercultural competence. This consists of country specific knowledge, linguistic proficiency as well as cultural sensibility of the three elements together. Country specific knowledgeThe arrangement of country specific knowledge contains information about the framework conditions of the host country. Formalities which are connected with a stay abroad are given to the Expatriates and their companions traveling along in a so-called Bosch foreign preparation seminar. So-called mentors, employees already returned home, convey information e.g. to the contract of employment or for tax regulations. By the use of mentors Bosch guarantees that experiences collected abroad are passed on and therefore used for new dispatches effectively. Linguistic proficiencyThe knowledge of the respective national language is prerequisite for a dispatch, because it is very important for an integration in private and in working life. Bosch employees have to learn the foreign language until they reach a level that enables them to come along in working life without any problems. If they want to learn more, they also have the possibility of attaining comprehensive knowledge. The family is tied to ensure that it can find the way in daily life. The language education takes place externally and Bosch takes on the costs both for the employee and for the family. The company attaches importance to the fact that the education starts early so that the required knowledge is reached before the dispatch. Cultural sensibilityThe cultural sensibility of the employees shall be promoted by two measures: the intercultural preparation training as well as the intercultural management training. The intercultural preparation training has the aim of sensitizing the employee to the think and behavior patterns of the host country to make the integration into the strange cultural environment easier for him. If the training is carried out internally, so-called country teams are responsible for it. These teams consist of employees who have made experiences in the respective host country or even are from this country themselves. This five-day intercultural preparation training is offered both for the employee and for the family since this is confronted with the same integration or understanding difficulties concerning the strange culture. This has particularly to be taken into account when thinking of the growing importance of multicultural cooperations, e.g. in the context of joint ventures or international project work. 3.3.3 MovingAt Bosch receives the Expatriate supports for the carrying out of the necessary formalities by the so-called Bosch foreign preparation seminar. When the employee finally starts his stay abroad he usually feels like on holiday. Everything is new to him and he is fascinated by his new task at the company and the new country itself. But this positive feeling often changes after a few months when the first serious problems occur. He feels helpless because he can not manage the situation in the new surrounding. This is called cultural shock. To keep the cultural shock as low as possible, Bosch looks after his employees during their stay and helps them when problems appear. The cultural shock can never completely prevented especially if the difference between the cultures is very large. Nevertheless Bosch tries to prepare their employees by showing general culture differences so that they can deal with problems easyierly. Furthermore Bosch offers his expatriate an intensive coaching. The employee has a mentor in the native country who is two hierarchical orders higher than himself. They meet at least once a year to talk about problems abroad or about further plans of the employee after his return to germany. In addition, a strengths-/ weaknesses analysis is carried out to be able to comprehend the development of the employee and not lose the summary of the knowledge and abilities. An examination of Schroll-Machl shows that the support of the Expatriates is often insufficient in the practice. Many Expatriates have the impression that their enterprise leaves them alone and it doesnt support at problems. They must manage various difficulties at the same time. Family problems moreover arent taken into account in the context of the support in the practice. However, wife and children are especially confronted with greater customization difficulties than the staff member because they have more frequent contacts to the strange culture. 3.3.4. Reintegration3.3.4.1 Theoretical bases and enterprise practiceAfter the expiry of the delegation period the Expatriate returns back to the parent company. A successful reintegration of the employee is both of high entrepreneurial and financial importance. A negative signal starts out from a failed reintegration for other parent company members. The readiness to accept an offer for a foreign activity sinks. Furthermore the financial dimension of the complete dispatch process including the return has to be taken into account. American studies value the total costs of the foreign assignment of an employee at up to 1 millions $. In connection with this, it is surprising that only few enterprises care for the repatriation of their employees professionally. A KPMG examination from the year 2000 showed that 67% of all interviewed people who were delegated abroad said that there is need for improvement at the reintegration process of their enterprise. This criticism has to be taken  seriously since problems with the reintegration have serious consequences for the Expatriate and the enterprise like e.g. a low work motivation or even the cancellation and the change to another enterprise. According to an examination of Black (1992) the share of the returnees who cancel their job within one year after their return due to integration problems is about 25%. The causes of these reintegration diffic ulties are multilayered. You can subdivide them into operational and private difficulties. Operational levelThe search for a suitable position often turns out to be difficult since the HR departments can assess hardly the qualification development of the returnee during his stay abroad. In addition returnees often have exaggerated expectations and therefore are disappointed of the offered job in their home company. They often have the impression that their new skills especially about the country they spent a lot of time in are not appreciated. A study of Wirth from the year 1992 has shown that merely 30% of all enterprises evaluate the experiences of its employees after a stay abroad. Another aspect of the reintegration is the cessation of foreign raises and other privileges. Private LevelProblems frequently appear also in the private area of the Expatriates. During their stay abroad the often only keep the positive aspects of their life in Germany in mind, the negative everyday problems appear only after the return and the first euphoria. The culture of ones own seems alienated and it comes to the double cultural shock. Particularly the children have to suffer from the new surroundings and from the change since they have accepted the strange culture more strongly, had to leave friends and dont cope with the German school system any more. For the expatriates and their partners it is difficult to abstain from grown fond privileges like e.g. chauffeur, domestics for themselves or a swimming pool. 3.3.4.2 Reintegration with BoschAs a company with strong international orientation Bosch has recognized the meaning of a successful reintegration of returnees and supports the reintegration of its employees with numerous measures at an operational and private level to put a positive and encouraging signal for future dispatches. 3.3.4.2.1 Measures of the operational reintegrationBosch offers a very comprehensive and strategic personnel policy which takes into account the personal ambitions of the dispatched employees and the future need for highly qualified managers. This prevents Bosch from the problem frequently appearing that no adequate place can be offered to the returnee. Due to its size Bosch is moreover able to offer alternatives in the case of an abrupted dispatch process, like e.g. early return or dissatisfaction with the return position. As already explained different studies have shown that exaggerated experiences on the part of the returnees is the main reason for dissatisfaction with the position after the reintegration. To counteract this, Bosch regularly looks after the expatriate by a hierarchy higher mentor of the parent company. By this he keeps informed about all important developments in the company and furthermore he has contact person for career questions. Due to this permanent communication Bosch is able to get an exact idea about the situation and processes in the foreign business. Another important aspect which fundamentally contributes to the satisfaction of the returning employee is the appreciation and the use of the abroad acquired knowledge. Bosch evaluates the foreign experiences of its expatriates very comprehensively and endeavours suggestions for improvement. Furthermore the HR department tries to find a position in which the returnee can use his new won abilities optimally. This could be e.g. a position in the sales department of the region in which the expatriate was active. Furthermore the returnees have the opportunity to study further in order to work as an expert for the country they stayed in and prepare other employees for future dispatches. The BeQIK corporate culture, introduced in 2001, plays an important role for a successful reintegration. Since all subsidiary firm shall work according to the given behavioral framework, the cultural distance turns out a little bit smaller between host country and native country. Since the practical putting into action of the behavior guidelines is always subject to cultural influences, the degree of the relief should be assessed rather carefully. 3.3.4.2.2 Measures of the private reintegrationTo make the reintegration  easier for the returning expatriate and his family, Bosch offers comprehensive help. They support their employees when they search for an apartment and takes on arising extra tuition costs for the children to make the integration into the German school system easier. Furthermore other Bosch employees who returned from stays abroad in the past can give advice in so called returnee seminars where other persons affected talk about its experiences. 4. Asia, challenge and chanceRapidly arising markets in the Far East and Bosch takes part This statement of Bosch Bohr, the chairman of the area of motor vehicle technology, shows the meaning of company leaders, which will be attached to Asian and especially to the Chinese market. After a turnover growth obtained already 2003 in China of over 20%, Bosch wants to improve his presence further in the empire of the middle. In the following sections will be analysed, which changes or requirements to the Bosch foreign dispatch will bring the future in the Asian market. 4.2 requirements on German executives in China4.2.1 The intercultural difficultiesThe clashing of different cultures, values and particularly the different styles of management and philosophies leads very frequently to difficulties in the subsidiary firms. To notice which one is the most frequent and greatest problem that the Chinese executives have in the cooperation with German executives and vice versa, the results of a study from the year 1999 shall be illustrated, which Chinese and German manager were working in German enterprises in China. Among the problems, which the Chinese managers have with the colleges from abroad, the most important are the communication problems, like is described in the chart above. The culture, communication, mutual understanding and language are connected closely with each other belong to this category: due to the different culture and the language barrier no satisfactory communication takes place  and therefore it doesnt come to a mutual understanding. In this connection the bad English knowledge of German managers and their lack of understanding of the Chinese culture will be especially found fault by Chinese colleges. 10% of the mentioning are allotted to problems of the human relations. It disturbs the Chinese executives most, that they are treated differently in comparison with the Expatriates and they dont have much confidence in Chinese colleges. This is the reason in their opinion that it doesnt come to friendships between foreign and Chinese executives who are very welcome on a Chinese. The arrogance and haughtiness of the foreigners are also criticized and the lack of interest in the Chinese population. The professional requirements are high: inside the Chinese employees are hungrily to learn the new specialized knowledge of the foreign executive and they notice very fast, weather the German executives arent not ready or capable in the expected scale, to give this knowledge further. In connection with this, it is criticized that German executives prefer to work alone, they arent cooperative. In the Chinese working world one comes upon, however, the Explanation the Help and Assistance to each other. By the cessation of the in the past (before the open-door policy of China) usual lifelong job in the same enterprise and the fact that one can be discontinued because of a bad performance a considerable pressure is triggered to do well the work and this can have discouraging influence on the employees. There is the high burden of work which lets few leisure time as well as time for the own family. General Manager have variously and very far scattered breadth of the answers without the number of the mentioning being different from each other fundamentally on the part of the foreign ones. Any problem is emerging as  dominate. Problems are most frequently mentioned are in the areas of communication, labour organization, qualification and management. The general managers from abroad find some problems with their Chinese executives not only in the area of the communication. For example they dont seem to be able to solve their problems with a better communication. However the understanding stands for the Chinese executives, at first place and the lack of communication is also becoming responsibly for many difficulties in the company. 4.2.2 Cultural distinction and integrationThe culture isnt reflected only in politics and in the everyday life, (i.e. in the social and consume behaviour) but it also influences the business methods, the management behaviour and the relations of employees and employers. In the following section are discussed certain general Asian culture features and their implications for the staff management . Group identity versus individual identityTian xia Wei gong: Everything serves the community under the sky. So there is a Chinese proverb from the old days which has validity today certainly too. The individual never was in the foreground but always, the community within the particular represents a tiny member. This specific and deeply rooted feature has important implications for the staff management: So the individual recognition (punishment) should be carried out in private, the teams recognition should be carried out barefaced. Conflict avoidanceMost cultures of Asia avoid systematically the open conflict holding. The avoidance of open conflicts is in a close connection with the Confucianism. Straight criticism and open contradiction are accompanied by the danger to lose face and fall to the social trifle. Keeping faceMost Asian societies are settled by the principle of the disgrace (the public humiliation) not by the principle of guiltiness (feeling of individual responsibility, conscience). The concept of the saving face is comprehensively valid, characterizes every human relation and is very important for the staff management since it forbids the public humiliation of employees. Respect opposite to higher-ranking and oldRespect, restraint and modesty are part of the etiquette in the Asian culture room generally. Hierarchies have a more important role (often according to old, rank and sex) than in Germany. The formal authority isnt called into question; this is part of the harmony commandment. However, one shouldnt put the Asian respect before the authority absolutely. A bad supervisor is also criticized in Asia and will be corrected though indirect: by pressure on third party, anonymous letters, passive behaviour and resistance, which are disguised with excuses or by frequent illness or really irrational behaviours, like panic bouts. The re-registration is frequently encoded. So the western manager must learn how indirect signals of the discontent should be decoded or interpreted. The respect of the age is one of the basic concepts of a Confucian intellect. The Age doesnt make only wise but gives a natural authority. Seniority and hierarchy thinking still established tightly in the heads of the Chinese managers. Foreign companies are smitten with the distinguishing between respect of certain hierarchies and the necessity of the support managers who render the corresponding service but dont have the right age yet. In order to be accepted a younger manager must be more competent than an old one. GuanxiGuanxi has to be translated by the following expression personal relations and connections. It plays a large role in China in all areas of the life; it works as sesame-open you when required because clear and codified jurisdiction doesnt have any tradition, relations are solution key  for all problems. Western Managers should pay more attention to Guanxi if they want to succeed in china. 4.2.3 Recruitment and motivation of local workersThe recruitment of highly qualified staff and the tie of won workers with the enterprise are a big problem area with which many foreign businesses are confronted in China. These phenomena shall be represented here only briefly since a detailed description would blow up the frame of this work. Recruitment of local workersThe absence of qualified personal is responsibly for the high fluctuation. More and more enterprises try to find Chinese university graduates who are trained in Germany for the business in china. Motivation of local workersIf one has found local executives, one must be able to keep it because the high fluctuation is connected to high costs. Different instruments can contribute to soothe or to overcome the staff bottleneck. These are e.g. the image-building (charitable events), the training (further education possibilities have a high place value) as well as a solid and long-term career promotion strategy. For young highly qualified stuff, a good salary and promotion chances are decisive for staying in the enterprise. 4.3 Optimization/customization of the dispatch process for/to ChinaIf one carries now out an optimization of the foreign dispatch process with Bosch to the employee-employer relationships in China against the background of the executed Asian culture features and criticisms of the Chinese Manager of their German colleagues and colleagues, then the following implications are the result:As a rule, an intercultural preparation takes place. No reason is seen for preparations for the Chinese executives in most enterprises. It will hold the assumption that the Chinese executives must adapt to the western behaviour patterns and methods of working. A common intercultural training is, however, absolutely essential in China for the following reasons:The great difficulties which arise from the lack of mutual understanding, are in a close connection with the knowledge about the respecting other culture, the action sample and moral concepts, but also its enterprise philosophies and styles of management. An intercultural seminar can make considerably, behind certain behaviour which explanations and which roots suit to an executive. It doesnt prevent the appearance of problems but it offers to possibilities of reacting specifically and developing common action strategies. Furthermore a Chinese executive can for example be made familiar with the German culture as follows: by consignments to the German parent company, international stays, participation in international management courses of Chinese universities or in business Schools. Also for partner and children problems arise in the context of a longer stay abroad. Acceptable solutions must therefore be found also for the family. It is often impossible just in the pacific space to solve the language problems satisfactorily what a far-reaching isolation of the marriage partner and the children can cause with negative family consequences. Therefore the language standard should correspond to that one of the Expatriate which enjoys an education on the standard of the easy communication in the work everyday life. Despite good preparations for marriage partner and if necessary children problems often arise of the cultural integration and problems at school. For the better integration contacts to partners of other Expatriates should be organized. The possibility of working abroad is very important for the partner who accompanies the Expatriate abroad. An intensive cooperation with other enterprises on the spot would be necessary to realize the professional way of expatriates wife in China. If no place can be found, the possibility  should be offered for a further training for the meaningful use of the timeout such as a master course of studies. 4.4 Bosch measures for ChinaAll preparatory training is evacuated to the IFIM, the institute for intercultural management in Bad Honnef, since Bosch internal country speakers are specialized in European countries till now. The information journey which shall convey an impression to the Expatriate over its potential future place of work can be extended by max. two days. Another prolongation isnt granted since the employees/inside activities are used at home and every longer stay also more costs for Bosch meant for hers. The language education is carried out in a 5-week language course at the national language institute NRW in Bochum for which the future Expatriate is put by its work activity completely freely. In the 2 annual cycle the personnel officer the ZM2 accompanies a potential Expatriate on an information journey and this one checks life and employee-employer relationships on the spot. Although Bosch mediates e.g. alone for the partner, however give up many arrangements, not at the job search because of the language requirements. As a rule, Bosch can arrange a job for 5% of the partners. To subsume it, this yields no big changes in the dispatch process especially for China. Professional external help is used regarding the training, one otherwise orientates himself at the worldwide valid dispatch process. 5. ConclusionThe Bosch group is a worldwide active enterprise that on the international markets, special it would like to be present on the Asian market in future. This strategy makes high demands on the staff since intercultural understanding is increasingly important besides technical qualities. International employee use represents a central instrument of the staff development. According to the high importance the dispatch process is organized very professionally by Bosch in all four phases (choice,  preparation, moving, and repatriation). This enormous effort beats itself in very low withdrawal rate, these are only 1-2 % in Bosch and lie under the reference values of other enterprises thus considerably. A possible disadvantage of the time intensive preparatory phase which lasts for at least 10 weeks is the lack of flexibility. Short-term manpower requirements due to problems, like e.g. demolition of a stay abroad or illness of a manager cannot be covered with the usual staff practice in Bosch. The preparation measures of Bosch seem very well suitable also for the dispatch to China, a stronger focus on the language education of the family and the social should be put as well as professional integration of the partner. In order to make an improved cooperation possible of the Expatriates on the spot, a common intercultural training is advisable with the Chinese colleagues. Bibliography Bosch (2004A:) The Objectives and Principles of Employee Development, order enterprise booklet at at all Boschs personnel departments as well as Central division employee development and executives (ZM3). Bosch (2004 B): Bosch Australia regional corner clays of The Bosch Group orders: www.bosch.com.au/downloads/Home/RBAU.pdf (12.04.2004). Bosch (2003A): Business report 2003, order:www.bosch.com/de/download/GB2003_DE.pdf (11.04.2004). Bosch (2003B): Bosch today, order on:www.bosch.com/de/download/Boschheute2003_DE.pdf (10.04.2004). Bosch (2003/2004 ): Worldwide responsibility environmental report 2003/2004 ,order: www.bosch.com/de/download/UWB_de.pdf (01.05.2004.)Kuan, Y.-C./Hà ¤ring-Kuan, P. (2001): Journey guest in China, 1st edition, Dormagen. Nickut, J. (2003:) Subject and leadership potential recognize and systematicpromotes to order under : www.mwteam.de/products/Perspek/archives/01-2003/interview HrNickut-RobertBosch.pdf (01.05.2004). Nickut, J./Loose, H., (2000): A step to the global player international choice- AC of Robert Bosch GmbH . In: Staff, exercise book 7/2000, S.360, 363. Redding, dear/Ng, M. (1982): The Role of Face in The Organizational Perceptions of Chinese manager, in: Organization study, 3rd year, no. 3, S.201-219. Welge, K.-M./Holtbrà ¼gge, D. (2003): International management, 3rd edition, Stuttgart. List of the Internet sources:http://www.boschrexroth.com/corporate/de/jobs_und_karriere/personalpolitik/index.jsp (14.05.2004). http://www.bosch-career.de/de/company/aims.htm (14.05.2004). http://www.relojournal.com/nov2000/kpmgsurvey.htm (13.05.2004)http://www.workforce.com/section/09/23/26/42/index.html (13.05.2004)

Case Study Templeton hardware

Case Study Templeton hardware Executive Summary This report provides an analysis on the case study of Templeton hardware and its acquisition of the two companies, namely lodestone landscapes and the great outdoors. Through this case study of Templeton hardware, it can be seen that the acquisition of this two companies have had its detrimental effects, therefore requiring the need to accurately identify the source problems. Three toolkits are used in this report to diagnose the issues that are present. They are namely SWOT analysis (Strengths, Weaknesses, Opportunities and Threats), six thinking hats and brainstorming. These toolkits help to remove the communication barriers and organisational conflicts which are present. Adding to the toolkits, interventions could be used together with the toolkits to ease the change process in the organisation. The report proceeds on to provide further recommendation which could be used as a platform to make necessary changes to curb the economic downfall of Templeton Hardware. The recommendation s thus aim to aid in the recovery process. It is recommended that Templeton Hardware should set goals and targets with their employees which are both challenging and achievable. This would enhance cooperation and cohesiveness among the employees in the company. Intervention strategies can also be used to achieve the organizations overall effectiveness. 1. Introduction This report recommends measures and solutions to Templeton Hardware on improving business prospects and helping the organization restructure in the best approach to enhance its performance. The toolkits that have been used to diagnose and identify key issues are the SWOT analysis (Strengths, Weaknesses, Opportunities and Threats), six thinking hats and brainstorming. 1.1 Case Overview and Key Issues Templeton Hardware was Australias leading hardware chain. It acquired The Great Outdoors and Lodestone Landscapes to cement its place as the leading retailer of â€Å"all things outdoor†. Its CEO, Jacquie Todori overconfidence had drove what was later discovered as a poor business decision with detrimental effects for the organisation. The Difference in management styles caused organisational conflicts and problems started to arise one at a time. Expectations were not met and the business as a whole was spiralling downwards at an alarming rate. The board was not happy with Jacquies decision and was anticipating changes to the company. 2. Diagnosis 2.1 SWOT Analysis SWOT analysis is employed at a management level to evaluate the current position of the business and determine future management strategies by putting problems into perspective. It also helps to uncover opportunities that can be exploited, manage and minimise threats, understand business weaknesses and capatalise on company strengths (Clark, 2008). 2.1.1 Strengths Strengths are the internal characteristics of the business that give it a competitive edge over others(Marketing Teacher, 2000). Templeton Hardware was recognised as Australias biggest hardware chain which shows its position as a market leader. They secured a significant portion of the market share and had the capability to acquire two established companies. Templeton Hardware had a constant growth vision to expand and diversify its companys products and to enter different market segments to make it more profitable. Part of its growth vision required decisions which had adverse effects and Templeton Hardwares willingness to take the risk to acquire the two companies can be considered a strength. Templeton Hardwares decision to offer jobs to the franchisees shows the necessary measures taken to retain employees and keep them in employment without retrenching them. 2.1.2 Weaknesses Weaknesses are internal aspects that could possibly endanger the business or obstruct further economic growth (Mindtools, 1996). Insufficient market research and lack of foresight led to a decline in sales targets and failing to achieve its profit expectations. The loss of product exclusivity resulted in Templeton Caravans not being able to attract its primary target audience, essentially the baby boomers, whom were perceived as having the capital and mindset to purchase caravans. Templeton Caravans had clearly failed to understand the trends, mindset and spending patterns of baby boomers and that led to dissatisfaction and avoidance. The change in management style saw few franchisees from Lodestone Landscapes accept offers in the new organisation, namely Templeton Landscape Solutions, and even they decided to leave after a period of time. The acquisition of The Great Outdoors led to generic products being produced. Products were generally seen as being mass produced and not client s pecific. By outsourcing the projects it had received, Templeton Landscape Solutions managed its talents poorly and overall service standards dropped. The company as a whole saw negative survey comments and this poor feedback started to feed its growing unfavourable reputation. The organisation also had ineffective management of its resources and had not been hiring enough staff to ensure work ran efficiently in the optimum manner. 2.1.3 Opportunities Opportunities are external aspects that an organisation can use to its advantage to improve existing conditions (The Economic Times, 2014). Templeton Hardware should first look into achieving a good financial position which would improve its declining reputation and would enable it to secure bank loans for future investments. It should also look into sending its employees and management executives for team building activities and to increase the cohesiveness among them. By providing its staff with the relevant skills, its workforce can be effectively managed and relevant departments could have job specialists who have broad knowledge on their job scope. This helps to reduce the role ambiguity among its staff since an employee is assigned to few specific tasks and not many interdepartmental roles. Templeton Hardware could also invest in technological infrastructure to improve its customer management system. Employees can then follow up with clients in a more efficient manner and this removes the need for clients to repeat themselves which dealing with different. This system could also record a history of transactions to facilitate future purchases or warranty conditions. Templeton Hardware could move into creating a conglomerate-like business model by having unrelated businesses running under one roof, move its existing products into new market sectors or seek takeover opportunities from competitors whom are on the verge of bankruptcy. 2.1.4 Threats Threats are components in the business environment that could cause potentially cause trouble for the organisation (The Economic Times, 2014). The large and increasing number of competitors could give potential choices to its customers and could deter them from purchasing at Templeton Hardware. This could lead to loss of market share and revenue and pave further downfall. Continuous usage of outsourcing its projects can result in its outsourcing companies becoming competitors in the future as they will now have direct contact with the clients. With respect to its employees, the companys inability to retain existing employees would cause a loss in tacit knowledge and staffs years of experience and it may have to consume time and resources to train new employees. The rising cost of wages and higher employer to employee contributions could affect the profitability of the business. Also, if Templetons existing products lines become unpopular or not needed in large quantities, downsizing of the organisation would be a looming possibility. The SWOT analysis diagnoses in a prioritised manner and actions can be taken accordingly. The SWOT analysis offers a way of collecting data but can sometimes be used as an overview of the situation. 2.2 Six Thinking Hats The Six Thinking Hats is used in business settings by various organizations. During meetings, everyone present would have to put on different hats and approach the problems from different perspectives. This notion allows organizations to diagnose issues effectively, make better decisions and come up with creative ideas (De Bono Consulting, 2000). There is no one best approach to using the six thinking hats with reference to which hat should be used first. 2.2.1 White Thinking Hat This hat is used to gather information that is required to address the issue at hand. Data is presented objectively without the presence of arguments and beliefs. (Volunteering North Queensland Inc, 2003) In the case of Templeton Hardware, it can be seen that it is currently facing an economic downfall and the presence of a new competitor in the market added pressure. Templeton Hardware had acquired two reputable companies, namely The Great Outdoors and Lodestone Landscapes. After the acquisitions, the franchisees were offered jobs but they were rejected. The centralized outlook was seen by the baby boomers as a big generic business which impacted the exclusivity of the caravans. Feedback from customers projected poor customer follow-up, constant rotation of sales persons and poor time management. The customers also disliked the impersonal approach of Templeton Hardware and outsourcing. Lastly, the board was unhappy as the business was declining. 2.2.2 Red Thinking Hat Feelings and emotions are addressed when using this hat. (De Bono Thinking Systems, 1992). The red hat identified the boards unhappiness and frustrations with the company’s performance. In addition, the franchisees who were offered jobs after Templeton Hardwares acquisition left after sometime due to conflicting management styles. The board was also fearful of losing the companys image and reputation to a competitor. The annoyance and dissatisfaction among customers was evident through the feedback received and the baby boomers were disappointed with the lack of exclusivity of the caravans. 2.2.3 Black Thinking Hat This hat helps to identify complications and limitations in a situation and helps to steer the organization into the right path. (Mercier Associates, 2012). The lack of market research conducted prior to the two acquisitions and the overconfidence of the board led to the downfall of Templeton Hardware. The board was not prepared for failure and there was no contingency plans in the event of a failure. Templeton Hardware did not understand the spending trends and mindset of their target audience, namely the baby-boomers, which led to the outlook of low brand exclusivity. This resulted in declining sales and possible bankruptcy. Poor customer service was evident from the customer feedback. Clients were unhappy that Templeton Hardware outsourced their projects instead of getting it done on their own. However, the shortage of manpower could be one of the factors why it had done so. It may be necessary for Templeton Hardware to increase their expenditure with regards to hiring new staff and training them. 2.2.4 Yellow Thinking Hat This hat signifies positive thinking, new possibilities and advantages. (Volunteering North Queensland Inc, 2003). The acquisitions of the two companies showed Templeton Hardwares plans to enter a new market segment and increase its profits. By increasing its staff, its efficiency can improve and can lead to a positive impact on sales targets and customer satisfaction. Better sales numbers can also increase the long-term sustainability of the organization and market share with the possibility of overthrowing its competitor. 2.2.5 Green Thinking Hat This hat helps individuals to come up with new recommendations and alternatives to solve the company’s problems through creative thinking (Marissa Martinez, 2009). Templeton Hardwares board could restructure the organization into a more de-centralized one and re-brand its products to increase its exclusivity. Templeton Hardware can improve productivity and time management standards by looking at how other companies operate. Advertisements can be placed in the media for job positions and opportunities to bring in an influx of employees to solve the shortage of staff. Employees should be given opportunities to voice out their concerns and put through special programs to enhance their level of service orientation and communication skills when handling customers. Job scopes can also be better enlarged and enriched in order to improve performance standards. 2.2.6 Blue Thinking Hat This hat sets the agenda for meetings, manages the processes and helps to reach productive conclusions (De Bono Consulting, 2000). There is a primary need to identify the issues, analyse them and solve the problems. Some of the key objectives would be to ensure the long-term sustainability of the company, improving the job security of employees so as to prevent the shortage of manpower, improving customer satisfaction by sending the employees for training and lastly to regain a bigger piece of the market share in order to have a competitive edge over the new competitor. Templeton Hardware can reach these objectives by adopting a change in management. The staff should also be briefed about the challenges during and after the change (Holley et al, 2011). In addition, the creation of a clear company vision would better inform its employees of the company’s core values. It is also imperative that the transition is managed effectively and a momentum is sustained after this transiti on. After the transition period is over, the team can strategise to increase the profitability of the organization. 2.3 Brainstorming Brainstorming is often used as an effective tool to come up with innovative solutions for problems which may exist internally or externally in an organisation. A general process can be used to create an outline of the issues and solutions to the key problems (Oslapas, 1993). 2.3.1 Problem Definition The main problem to be addressed would be the declining yields and returns in Templeton Hardwares business model. The customers, the companys board and management and organisations circumstances are established criterias to be used to convene the brainstorming. 2.3.2 Collating Data Creating Solutions The management decision to acquire two new companies without enough market research and its lack of foresight is evident. It failed to foresee all the outcomes that may arise from the acquistion and was overconfident that the outcome would be a positive one. The solution would simply be to conduct more extensive research on market conditions and develop products according to the market needs and requirements. Templeton Hardware should also look into enhancing its brand value and exclusivity. The companys board should take a more proactive role in making major decisions from a broader perspective and contingency plans can be drawn up in the event of an adverse outcome. The change in management styles and poor employee management led to high job dissatisfaction levels. This impacted employee retention numbers and the employees willingness to remain at the organisation as they did not feel appreciated. The employees felt overworked and were unsure of their own job scope as they had been tasked with interdepartmental duties. Team building and bonding enables each of their staff to get to know one another better and increases the staff unity and morale (Spaho, 2013). To prevent the staff from feeling stagnant in their job, they should implement job enlargement measures by retaining its existing staff and retraining them with the necessary skills (Cloke et al, 2000). Employees can also be more involved in decision making as this would give them a sense of responsibility and make them feel valued in the company. A flatter organisation structure would bridge the gap between the management and the employees and help the management to get a bottom up persp ective from ground zero. Customer service declined as employees were usually engaged in multiple responsibilities. This made customers dissatisfied and sales targets were not achieved. Previously, it was perceived that if a customer had patronised the store and purchased something, he/she would return to make future transactions. However, this is a wrong perspective and Templeton Hardware should look into providing something which surpasses its competitors marketing strategies. This could be customer service or the use of an â€Å"no frills, rock bottom pricing† marketing strategy. By adopting a customer centric structure, they need to train staff to have higher service standards (Pathak, 2010). The staff should understand customer needs and should be rewarded accordingly using performance appraisals or awards as a form of recognition (Lucas, 2009). 3. Recommendations Templeton Hardware should look into team building and team bonding activities to enhance cohesiveness while increasing its autonomy to involved more employees in the decision making. It should retain and retrain existing staff to increase job productivity and specialisation. Temporary downsizing should be implemented if the situation calls for. Through investments in technological infrastructure and by adopting a customer centric structure, it can enhance its customer management system. Templeton Hardware can also create a RD department to conduct extensive market and product research. The board should also contribute by increasing its pro-activeness in making decisions and contingency planning. It can also look into potentially enhancing the brand value and image through marketing campaigns or word of mouth. 4. Conclusion In conclusion, by using the appropriate Organization Development Consultant’s Toolkits such as SWOT Analysis, Six Thinking Hats and brainstorming, a deeper perspective of the companys situation has been attained. The main problems have been identified and a constructive approach can be taken towards resolving the problems. From the diagnosis conducted using these toolkits, enhancing Templeton Hardwares overall cohesiveness while maintaining the level of employee performance and management is a realistic target. Furthermore, implementing structural change strategies during organization change would further enhance organization effectiveness and better facilitate the transition period.

A Comparative Book Review

A Comparative Book Review Ethics are agreed codes of behavior adopted by a group or association. Ethical behavior is being honest, responsible of your acts and how you treat others in all aspects of your life. It respects the dignity, diversity and rights of people. Ethical behavior is applying standards to ones behavior. This essay discusses how ethical behavior will pay off in the long run. Ethical conduct means that there are standards of morality that individuals should observe and is important for everyone. One obvious reason is that it sets the standards for management, employees and creates a tone for the organization as a whole. Ethical standards depict behaviors morally accepted as good and right as opposed to bad or wrong in a particular setting it is particularly crucial for the business for a number of reasons. For example, murder and robbery are not only illegal but are universally regarded as wrong, while dishonesty , while not necessarily illegal, is usually thought to be immoral. They are created and adopted by people who are interested primarily in ensuring there are guidelines for behavior for the group members. For example, doctors and lawyers have ethical codes of practice which they sear to uphold as part of their professional practice. An ethical decision is one which typically involves choosing between what you have agreed not to do and what you find yourself wanting to do. For example, is it ethical to pay a bribe to obtain a business contract? Is it ethical to allow a company to withhold information that might discourage a job candidate from joining the organization? Is it ethical to ask someone to take a job that is not good for their career progress? Is it right to do personal business on company time? It might not be considered ethical for an organization to put the health of its employees at risk, or defraud its shareholders, even if there was no chance that the organization would be found out. These examples highlight why there is a need for maintaining high standards of ethical behavior and moral standards at work place. It is the expected conduct that organizations want their employees to hold while at work and important because every individuals conduct affects the relationships within an organization th us unconstructive on the overall performance of an organization. Most business experts suggest that establishing a code of conduct can help the company to behave ethically. A codes of conduct is a formal document stating the principles and the ethical rules it expects the employees to follow in the organization. Ethical standards protect the business from scandals and prevent them in the future. Ethical statements imply the employees, business associates, and the larger community a framework of the companys operating principles (rules and regulations) which needs to be followed, why the company exists, what the company believes, and how it acts to be in compliance with its professed beliefs. Caring out active reviews of these strategic plans and objectives will ascertain that they are not not practicising unethical acts. In addition, reviewing the standard operating procedures and performance measurements will ensure the business owners and managers that it is well structured and does not encourage unethical behavior. Studies has shown Joel and Jennifer Supeck2010-11-29T10:20:00 Which studies are you referring to?that organizations are now increasingly take account of ethical considerations, there has been a shift from traditional profit and free market business approach to ethical approach, in favor of consumer interests. A business that behaves ethically focus their involvement on activities in meeting all responsibilities to employees, customers and suppliers is awarded with a high degree of loyalty, honesty, quality and productivity in the long run. Ethical investments is one way of responding to issues of social responsibility in business decisions and activities and avoiding to be self serving. Ethical investors are essentially concerned with how profit is made and looks to maximise profit at the same time trying to minimise and avoid negative social effects . On the positive side, the public will begin to recognize and to honor individual companies for their contributions to solving most obdurate problems. It also aligns the interests of shareholders, when the interests of both parties are focused on the long term health of the company. The proponents of shareholder value take this long term focus for granted, they assume that for its own future well being, a company will want to be responsive t o its employees, consumers, and the public, and that this is the best way to realize true shareholder value. Socially responsible factors in areas of public concern include the environment, sustainability, globalization effects for example exploitation, child-labour, social and environmental damage anywhere in the world, corruption, armed conflict and political issues, staff and customers relations, for instance education and training, health and safety, duty of care, etc. It also includes the locals and other impacts on people such as their health and well-being. For example, Dell started recycling of computers at no cost and Shell started to work together with environmental groups. They set a company record by giving back to the society. Behaving ethically also improves the quality of work life and enhances the role of every employer in creating an environment where employee pride blossoms and theft losses disappear. When employees are valued as individuals and treated with fairne ss, equality, respect and dignity there is reduced corruption as they take pride in their organisation. Positive results are achieved when employees are given a basis for trust and respect to live by. If employees believe all are held to similar high standards, they likely will feel better about themselves, their colleagues, their organization and behave ethically when dealing with customers and business associates. Employees are more likely fiercely loyal, hard working and productive. Ethical companies have improved customer service and relationship building, an advantage over their competitors. Research proves that consumers are used to buying products from companies that have public recognition, a company record or being promoted. Enhancing customer loyalty to the brand is probably the single most powerful incentive for convincing companies to adopt ethics as a way of life. Another advantage of behaving ethically is that it promotes better staff retention and attraction, good organisations cannot function without good people. Ethical organizations have increased commitment by employ ees as good employees want to work with responsible and ethical employers. When a company fails to be a good employer they lose good staff because and it reduces the possibility of attracting good new-comers. This increases costs of recruiting new candidates and damage efficiency and performance. Ethical standards also help in protection of company assets, employees that have respect for their organization , tend to respect and protect the assets of that organization. Many business want employees to behave ethically because such a reputation is good for business which in turn can mean larger profits. For example, the workplace dictates the dressing protocol (the uniform) for employees, which indicate the employees opinion for their organization. Employees are required to conduct themselves with dignity at the workplace. How one behaves in the workplace helps them in building a good reputation and praises over the years to come. Similarly, encouraging employees to act ethically can save money by reducing employee theft, down time and lawsuits. Because many unethical acts are also illegal, a firm that allows workers to engage in unfair practices might be prosecuted. it is noticed that employees not having respect for their organization and co-workers encourage many forms of theft such as personal long distance phone calls on company accounts, padding of labor charges and expense accounts, taking office supplies home. Conversely, employees who are st eadfastly ethical avoid practices such as breaking areas and rest rooms, untidy work areas, excessive breaks or sick days from work and improper use of machines and equipment e.g. the photocopier, computer and personal use of company vehicle. In addition, an employee with little self or organizational pride not only causes lost supplies and equipment but can bring the organization to losses in production, time, professionalism, overhead charges, initiative, reputation, attitude, enthusiasm and customer respect. It is important that employees have a clear understanding of their organizations ethical standards and a feeling of management support for acting within those standards. Teaching ethics to an employee is not always effective. Management must set examples by their personal alignment with ethical standards and principles. It is my firm belief that behaving ethically is good for both the individual and the enterprise in the long run apart from setting a border between right and wrong. Ethical behavior means being morally responsible and adhered to accepted behavior in the place we work. Maximum productivity and creativity is achieved when individuals operate regarding the ethical considerations of their position. On the other hand, practicing unethical behavior results in reduced success and diminished effectiveness. Question 2 Every community needs a leader to show the way, for motivation and for things to happen in a controlled manner. An ethical leader stands up for what is right and knows what is worth doing, they benefit the individual, the team, the organization, and society as a whole. This essay will discuss the impact on society that leaders can make. Ethical leaders are those who behave ethically and are concerned of how their decisions have an impact on others. They respect each other, are honest, trustworthy, avoid corruption and violence, have a fair play and practice all acts of decency, a basis for human civilization. Ethical leaders work with social and emotional intelligence and are a source of human well-being and happiness. Such leaders base their behavior on moral grounds, respecting the rights of people and treating everyone in the society equally. They are honest, trustworthy, fair and just and show the way by practicing what they preach. Ethical leader therefore play an important role due to their quality of being people oriented. They focus on the needs of the people and do no not fulfill their self interest at the expense of others. This characteristic creates a relationship between the followers and leaders and inspires the people to be committed and work towards accomplishing a common goal. This is why the distri bution of ethical leaders is important throughout the society for good, happy and healthy relationships between humankind and productivity measures improve in every way.   Good ethics means good business. Non-corporation with the evil is as much a duty as is co-operation with good Mahatma Gandhi. Ethical leaders influence citizens to act with compassion, sympathy and noblest spirit towards others. If these values are honored by the society, it will benefit them in many ways. However, if these values are broken it will bring negative impact that will not only affect the violator but also the innocent people. The negative impact leads to lack of cooperation, faith and rise in corruption, crime, pollution and social unrest amongst the society members. Factories have long been found to pour untreated waste into rivers, poisoning fish and causing offensive smells. The same goes for smoking factory chimneys, and everyone accepts the desirability of that sort of control. Ethical commitment is important to get rid of these behaviours to defend the right to spoil other peoples enjoyment of life. This is accomplished by having ethical leaders in the business and society as a whole to set limits and minimise the amount of negative behaviours and controls the damage to life and environment. For example, in 2000 Christine Loh the chief executive of Civic Exchange, (non-profit public policy) was the prime mover of the issues of pollution, climate change and corporate social responsibility in Hong Kong. Other examples of ethical leaders include Chris Harrop and Bill Clinton. Chris Harrop the marketing director of Marshalls, the UK stone company reduced child labour in India for the quarrying sandstone. Bill Clinton the former US president played a key role in 2007 in pushing companies and governments to come up with innovative solutions for tackling the problem climate change and other areas such as HIV/Aids. Today businesses are expected to have good ethical values and act socially responsible as an example of ethical behavior. A social responsibility also develops a good image to the company.  In enhancing social responsibility it is important for organizations to employ good and best workers with individual sets of ethics. When individuals act ethically they work with energy and pride bringing maximum productivity and creativity. On the other hand, behaving unethically individuals engage in deception, thus there is diminished effectiveness and reduced success. Research also shows that destructive effects occur when the leaders or employees of a company behave unethically. This is because sometimes employees are unethical as they feel that they can gain from it, or that they think they can they can justify what they are doing. If employees see other colleagues not being penalized for unethical behavior, then they can feel that they can escape it to. Some employees can make a poor choi ce and feel the need to make more choices to cover it up. However, once bad decisions are made, they start to get worse until the employee gets caught. Ethical behavior should be modeled at the top level management, so that employees also ensure ethical standards are maintained. Organizations can aslo facilitate good ethical behaviors by not punishing employees when they come forward with problems but should be allowed to communicate problems. Companies show social responsibility when they go beyond what is optional, and intend to create a benefit for others besides themselves. They focus on giving back to the society. Some examples of socially responsible behavior are raising money for research on diseases, raising money for needy people, sending workers to do voluntary work within the community and promoting recycling. Every society therefore needs leaders who take personal responsibility for their decisions. People want to know if they can trust their leaders and many long for the times when it was easy to see for the difference between good and bad. Ethical leaders ensure to avoid serious consequences on the well being of others by exercising the necessary discipline required as members of society. They promote right actions and act to inspire that establishes the performance of individuals and the culture as a whole.  If the people in the society practice integrity, fairness, decency and enthusiasm, they will be empowered to work with their best performance and creativity. They contribute to the success of the society and influence the choices made by individuals and businesses in carrying out day-to-day activities. Secondly, organizations prosper when leaders take responsibility and ensure that works are performed ethically. Without ethical leaders the world would not have been a peaceful pla ce to live in.