...A HIGH-TECH, LOW EMPLOYMENT FUTURE IN THE MANUFACTURING SECTOR – A CORRECT CONCLUSION? A paper contributed by Asif Ibrahim Director, Dhaka Chamber of Commerce and Industry Managing Director, Newage Garments Ltd Bangladesh 1. Is the combination of (i) the “Chinese monopoly” on the low cost manufacturing and (ii) the increased automation with manufacturing industries likely to limit the scope available to developing and transition economies for reducing poverty through employment generation in the manufacturing sector? Automation usually implies an entrepreneur’s effort to cut down cost in the long run by leaning more towards the fixed costs of owning machineries rather than generating more variable costs in human resource employment. Having said this, automation and employment generation then stand at paradoxical ends of the factors of production. Can we not, thus, easily surmise from this that automation in the manufacturing industry may help reduce poverty in a country such as ours through increased production, but probably not employment generation? A country such as Bangladesh, developing and with one abundant source of production being its labor force, may not be able to sustain the blow that may be rendered by flooding its manufacturing industry with high-tech machineries. Such a step would mean that manual labor would be replaced by low-cost but machine-oriented methods of production. Yet, it is not only our labor market that would suffer if manufacturers of our country...
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...Strategic leadership capabilities Hitt et al. (1998) and Ireland and Hitt (1999) described the capabilities needed for effective strategic leadership in the new competitive landscape expected for the 21st century. They argued that effective strategic leaders had to: (1) develop and communicate a vision, (2) build dynamic core competencies, (3) emphasize and effectively use human capital, (4) invest in the development of new technologies, (5) engage in valuable strategies, (6) build and maintain an effective organizational culture, (7) develop and implement balanced controls, and (8) engage in ethical pratices. 4.1. Develop and communicate a vision First, strategic leaders–—hopefully in concert with others in the organization–—must develop a vision and communicate that vision broadly, to help guide the formation and implementation of strategies to achieve that vision. This form of guidance is important to establish the direction of the organization for its growth, types of products, and market focus, and to achieve the desired targets. Without the guidance provided by a vision, organizations can become chaotic and are unlikely to be as successful. 4.2. Build dynamic core competencies A core competence is a major capability to perform important tasks (e.g., a function) quite well, and makes a valuable contribution to a firm’s competitive advantage. A dynamic core competence implies that the firm continues to develop and update the competence to be the leader...
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...- This paper presents a technical overview of some of the underlying principles of the modern telecommunication technology and the evolution of microwave radio, satellite systems and various optical fiber based infrastructures. Based on the proven superiority of fiber optics combined with the shortfalls of and the complexities faced by the existing satellite systems due to particularly unfavorable regional climatic conditions in and around Bangladesh, the need to link that country to a global submarine optical fiber telecommunication system as the backbone of choice for bulk information transport is underscored. In addition, novel ways of realizing cost effective land based long haul fiber-optic communications networks which use existing electric power lines to suspend optical fiber cables instead of resorting to expensive trenching techniques for cable laying is cited as a viable option given that there are practical examples in both developed and developing countries. Various aspects of optical fiber based wide area and metropolitan area networks such as Optical Gigabit Ethernet are also considered in the context of a mega-city like Dhaka and other highly populated areas. Finally, the economic benefits of having a reliable telecommunication infrastructure is discussed.[1] the large number of rivers in Bangladesh makes it particularly prone to becoming water logged during the rainy seasons. I - INTRODUCTION It is said that the transistor has done for man’s brain in this...
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...manager in one of the world’s most admired companies. Even more important, he’d scored above the target level for each of the competencies we’d identified. But none of that mattered. Despite his impressive background and great fit, he could not adjust to the massive technological, competitive, and regulatory changes occurring in the market at the time. Following three years of lackluster performance, he was asked to leave. Compare that story with one from the start of my executive search career. My task was to fill a project manager role at a small brewery owned by Quinsa, which then dominated the beer market in the southern cone of Latin America. In those days, I hadn’t yet heard the term “competency.” I was working in a new office without research support (in the pre-internet era), and Quinsa was the only serious beverage industry player in the region, so I was simply unable to identify a large pool of people with the right industry and functional background. Ultimately, I contacted Pedro Algorta, an executive I’d met in 1981, while we were both studying at Stanford University. A survivor of the infamous 1972 plane crash in the Andes, which has been chronicled in several books and the movieAlive, Algorta was certainly an...
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...How to Create a Marketing Plan Part 1 - Introduction Firms that are successful in marketing invariably start with a marketing plan. Large companies have plans with hundreds of pages; small companies can get by with a halfdozen sheets. Put your marketing plan in a three-ring binder. Refer to it at least quarterly, but better yet monthly. Leave a tab for putting in monthly reports on sales/manufacturing; this will allow you to track performance as you follow the plan. The plan should cover one year. For small companies, this is often the best way to think about marketing. Things change, people leave, markets evolve, and customers come and go. Later on we suggest creating a section of your plan that addresses the medium- term future—two to four years down the road. But the bulk of your plan should focus on the coming year. You should allow yourself a couple of months to write the plan, even if it's only a few pages long. Developing the plan is the "heavy lifting" of marketing. While executing the plan has its challenges, deciding what to do and how to do it is marketing's greatest challenge. Most marketing plans kick off with the first of the year or with the opening of your fiscal year if it's different. Who should see your plan? All the players in the company. Firms typically keep their marketing plans very, very private for one of two very different reasons: Either they're too skimpy and management would be embarrassed to have them see the light of day, or they're solid and...
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...Abstract This paper explores the movie “Any Given Sunday” and attempts to discuss the movie in detail by focusing on character examples of the personal functions of sport such as feelings of belongingness and social identification, the socially acceptable outlet for hostile and aggressive feelings, and the role sport plays as a cultural element to bring meaning to life. Additional attention will be given to aspects of extra-sport character behavior and a determination of whether or not such behaviors support sport stereotypes and/or deviant characteristics. Through internet research, library study, and the use of periodical articles found in the ProQuest databases, I intend to apply the functionalist model of society to show that the fictional football team “The Miami Sharks” highlighted in the movie supports stability and equilibrium in the community of Miami based on common interests and convictions. The world of professional sports, especially professional football, is a world that most will only see on the television or through movies. “Any Given Sunday,” by Oliver Stone, is one such movie. It highlights a portion of a season for the fictional team The Miami Sharks with the interpersonal struggles on and off the field experienced by the characters related to the team. This paper explores the movie “Any Given Sunday” and attempts to discuss the movie in detail by focusing on the socially acceptable outlet for hostile and aggressive feelings, masculinity and gender...
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...Tanzania Teachers Union (TTU), in fulfillment of the requirements for the degree of Bachelor of Arts (Sociology) of the University of Dar es Salaam Mr. Armstrong Matogwa (Supervisor) DECLARATION AND COPYRIGHT I, Eric Michael Mattaba, hereby declare that this dissertation is my own original work and that it has not been presented and will not be presented to any other University for a similar or any other degree award. Signature………………………………….. This dissertation is a copyright material protected under the Berne Convention, the copyright Act 1999 and other international and national enactments in that behalf, on intellectual property. It may not be reproduced by any means, in full or in parts, except for short extracts in faiir dealings, for research or private study, critical scholary review or discourse with acknowledgments, without written permission of the School of Graduate Studies, on behalf of both the author and the University of Dar es Salaam. Acknowledgement I wish to thank first and foremost my supervisor Mr....
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...Milkovich−Newman: Compensation, Eighth Edition II. External Competitiveness: Determining the Pay Level 7. Defining Competitiveness © The McGraw−Hill Companies, 2004 Chapter Seven Defining Competitiveness Chapter Outline Compensation Strategy: External Competitiveness Control Costs Attract and Retain Employees What Shapes External Competitiveness? Labor Market Factors How Labor Markets Work Labor Demand Marginal Product Marginal Revenue Labor Supply Modifications to the Demand Side Compensating Differentials Efficiency Wage Signaling Modifications to the Supply Side Reservation Wage Human Capital Product Market Factors and Ability to Pay A Dose of Reality: What Managers Say More Reality: Splintering Supply of Labor Organization Factors Industry Employer Size People’s Preferences Organization Strategy Relevant Markets Defining the Relevant Market Competitive Pay Policy Alternatives Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Pitfalls of Pies Consequences of Pay-Level and Mix Decisions Efficiency Fairness Compliance Your Turn: Sled Dog Software Your Turn: Managing a Low-Wage, Low-Skill Work Force January is always a good month for travel agents in Ithaca, New York. In addition to the permanent population eager to flee Ithaca’s leaden skies (our computer has a screen saver whose color is titled “Ithaca”; it consists of 256 shades of gray), graduating students from Ithaca’s two colleges are traveling to job interviews with employers across the country—...
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...middle class jobs. The best-known early example is the Luddite movement of the early 19th century, in which a group of English textile artisans protested the automation of textile production by seeking to destroy some of the machines. A lesser-known but more recent example is the concern over “The Automation Jobless,” as they were called in the title of a TIME magazine story of February 24, 1961: The number of jobs lost to more efficient machines is only part of the problem. What worries many job experts more is that automation may prevent the economy from creating enough new jobs. . . . Throughout industry, the trend has been to bigger production with a smaller work force. . . . Many of the losses in factory jobs have been countered by an increase in the service industries or in office jobs. But automation is beginning to move in and eliminate office jobs too. . . . In the past, new industries hired far more people than those they put out of business. But this is not true of many of today’s new industries. . . . Today’s new industries have comparatively few jobs for the unskilled or semiskilled, just the class of workers whose jobs are being eliminated by automation. Concerns over automation and joblessness during the 1950s and early 1960s were strong enough that in 1964, President Lyndon B. Johnson empaneled a ■ David H. Autor is Professor of Economics, Massachusetts Institute of Technology, Cambridge, Massachusetts. From 2009 to 2014, he was Editor of the Journal...
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...1 ESSAYS ON SUSTAINABILITY Thirteen Challenging Essays for Earthlings By Peter E. Black, 2008 Wheels and Water .......................................................page 1 Water and Humans on Planet Earth ................................... 2 Climate, Weather, and Global Warming ............................. 3 A Catastrophic Loss of Species ......................................... 4 The Naked Truth................................................................... 5 Asymmetrical Resource Distribution ................................. 6 Stormwater and Groundwater Runoff ................................ 7 Economy, Energy, Environment ......................................... 8 Drill in the ANWR? No Way! ............................................... 9 The Wonder of Water ......................................................... 10 Buffering Sands of Time.................................................... 11 Ecology and Civilization .................................................... 12 With a Bang, not a Whimper.............................................. 13 © 2008 Peter E. Black, PhD (US Copyright Registration TXu 1-580-484, July 13, 2008 as “Conservation is the Cornerstone of Sustainability”) Distinguished Teaching Professor of Water and Related Land Resources, Emeritus, State University of New York, College of Environmental Science and Forestry, 1 Forestry Drive, Syracuse, NY 13210 peblack@esf.edu and www.watershedhydrology.com Essays on Sustainability Thirteen Challenging...
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...Alaska Brand Audit Brand Inventory History Alaska has been a unique brand for many years. Originally known as Russian America because it was owned by Russia, the origin of the name Alaska is a misconception from the first Russian explorers to venture into Alaskan waters (the original Aleut word "alaxsxaq" literally meaning "object toward which the action of the sea is directed"[Alaska]). When the United States bought Alaska, even though the price was only two cents an acre, it was known for many years as “Seward’s Folly” or “Seward’s Icebox”, after William Seward, the Secretary of State who was primarily responsible for pushing the purchase from Russia through Congress. In the early days Alaska’s brand image was mostly negative. It was known as the “Frozen North”, the “land of ice and snow”, the “land without summer”. Many of these images are from the stories and poetry of Robert Service, Jack London and their contemporaries. A good example of this writing is the poem “Cremation of Sam McGee”— see appendix II, (Service). All these extreme brand images dominated perceptions of Alaska prior to the discovery of gold in the Klondike in the late 1800s. After gold was discovered these negative perceptions were softened somewhat, though they remained rather negative—in large part due to the difficulty of living in the far north. Our Brand Survey We did a brand audit of Alaska to see how well Alaska has worked past these harsh criticisms. To accomplish this we surveyed...
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...landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their organizations operate— the context that both constrains and provides opportunities for managers. It also discusses what can be described as the organization’s internal environment: its culture. Chapter 3 discusses the most fundamental managerial activity: decision making. Because managers make decisions constantly, sound decision-making skills are essential for good performance. 3 CHAPTER 1 Managing Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folklore and tradition, and of cooperation for force. —Peter Drucker LEARNING OBJECTIVES After studying Chapter 1, you will be able to: 1 Summarize major challenges...
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...unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities expected to be crucial in the uncertain decades ahead. Eight general categories of leadership attributes have been identified as essential for the future. Those who possess or are developing these competence sets are Renaissance Leaders, individuals who are different and make a difference. A significant gap remains between current leadership competencies and those needed in the future....
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...thesis has been supplied on condition that anyone who consults it is understood to recognise that its copyright rests with its author and that no quotation from the thesis and no information derived from it may be published without the prior written consent of the author’. This thesis may be made available for consultation within the University Library and may be photocopied or lent to other libraries for the purposes of consultation. …………………………… Contents Tables and Figures 2 Acknowledgements 3 Abstract 4 Preface 5 Introduction 13 Chapter 1 A Cultural Context 18 Chapter 2 An Autobiography 25 Chapter 3 Methodology 40 Chapter 4 The School's Action Research Cycles 89 Chapter 5 School Effectiveness and School Improvement 107 Chapter 6 Vignette 1 Alan Shelton a Teacher 'Par Excellence' 120 Chapter 7 Some More Vignettes 158 Chapter 8 A Personal Development Review 184 Chapter 9 The Circle is Completed 190 References 234 Vol 1.2 Appendices Appendix 1 An Historical Account of Development and Synergy of School Effectiveness and School Improvement 262 Appendix 2 Yr 11 Mentoring Report 286 Appendix 3 Soft Indicator Tool 291 Appendix 4 Raising Achievement Working Party 295 Appendix 5 My Personality as Seen by Others 300 Appendix 6 The History of My Teaching 306 Appendix...
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...Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their...
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