...Date of Article: 2009 This article talks about women in the workplace in Poland. In Poland women represent 45% of the total number of employee. This is observed in most of the European Union counters. Over 50 years this was very different, they had fewer woman because they prefer men, and the workplace was still only for hiring white, fit (not disable) and young males. Companies are trying to aim towards diversity and equality, and are establishing equal chances for everybody of both sexes. The polish labor market is fully implementing equality, but there is still discrimination against women. In this article they talk about why diversity, including gender diversity is so important. Women in Poland represent over half of the population, which is about 52%. The women are educated on various levels than men. The women that are deployed are better education than the working men. It does not matter in Poland because all of the decision making position in business or politics are taken by men. There have been significant changes in the last few years. Women have increase interest in male jobs, like police, transportation, bus and tram drivers. Women advancement has still been hindered. Another problem is that women are discriminated against when it comes to pay. Even if they are in the same positions the man are paid more. This is observed in the European Union. Gender diversity is happening in Poland as far as employment. Not all companies have introduced equal treatment...
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...Robert Gordon University Aberdeen Business School Contemporary HRM 1007520 International Tourism Management Year 3 Submission deadline: 3rd May 2013 Lecturers Responsible: Allison Abbott and Kirstine Collins Module Number: BS2104 Word Count: 2179 Executive summary The subject of this report is the ‘war for talent’ phenomenon and its implication on talent management practices. Its first section presents the aim and objectives and the utilised methods of research. In the second chapter called ‘What is talent’, various definitions from different angles are provided for a better understanding of the main topic of the report. The third chapter analyses the ‘war for talent’ concept with both pro and con academic arguments. The fourth section defines talent management as a mandatory ‘toolkit’ to fight the war for talent. In the first subsection a few definitions and talent management approaches are explained. This section is followed by two consecutive ones which define and analyse the notions of performance, and potential in relation with talent management. The fifth and final chapter expands the ‘war for talent’ concept on a global scale with the two subsections discussing the influence of globalisation on the talent war followed by a case study of Poland’s talent management issues in the global ‘war for talent’. In the end a conclusion is drawn followed by afferent references consulted in order to create the report. Table of contents Front cover ...
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...i. EXECUTIVE SUMMARY Richter is planning global expansion in a fast changing market. Currently a leader in their market, they could easily lose their competitive advantage should their information system (IS) not effectively support the expansion plans. The current IS is not fully centralized and therefore could limit the pace at which they can expand, consequently losing their competitive edge. There is a greater demand for Information Technology (IT) support which is only due to increase as the organization expands; considering the IT strategic plan covers a one year period and the organization of IT staff is not centralized, current structure is not maximizing the overall efficiency and effectiveness of the organization and does not support global expansion. This study presents four options as potential actions to take to address the issues and create a system which will provide an environment to deliver an IT strategy aligned with Richter’s long term business strategy. The options include the following: Alternative #1 - Maintain the status quo Alternative #2 - Abandon the current SAP system and centralize IT with in-house built ERP to be used globally and outsource the IT support Alternative #3 - Decentralize IT Alternative #4 - Create a more centralized IT system with current SAP modules at all affiliates with 100% outsourced IT support Alternative #4 is the recommended option; creating a more centralized IT system with outsourced support will allow...
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...as an executive. Please choose three of these experiences that have had a lasting impact on you as a manager or executive in international work. When I meet with you, I will ask you about each of these "key events" in your career: What happened? What did you learn from it (for better or worse)? Mr. Augusto Bulte: I will start with my experience with Foster Wheeler Poland; we had to negotiate a contract with Poland Natural Gas (PLNG) Company, it is a national company that follows procedures dictated by polish law not like ExxonMobil or Shell. Dealing with national company in Poland means that you have to bid exactly what they ask for, there is no room for deviation or tolerance; we had to search for sub-contractor to complete the required scope of supply. Our first proposal has been rejected by PLNG Company; unfortunately eastern European companies have a lot of bureaucratic procedures in their projects, for example if they requested a crew of 10 workers and we provided a crew of 11 workers, the bid will be rejected because we did not comply with what Client was asking. I learned from this experience that Poland was very influenced by communism; it was my...
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...benefits will help international businesses decide if they want to do business in other countries. The two differences in communist and democratic political systems have a big difference to how some organizations could run and can affect the business even more. I will focus on the political economy which talks about the political, economic and legal systems in the forefront for discussion. Poland grew 1.5% during the 2008-09 financial crisis while others contracted. 1989 Poland became a democracy after four decades of communist rule. 2004 Poland joined European Union giving access to the large consumer markets. Poland embraced market-based economic policies and exports 40% GDP making it a major exporter. Poland kept public debt in check by not allowing it to expand, like other countries did, during a recession. Poland achieved investor confidence and was able to prevent large outflow of funds during economic turmoil. Other countries had their investor pull money out of these economies causing growing government debt, dropping currency values and forcing them to require IMF and EU help. Poland also had a tight monetary squeeze to curb inflation and make joining the European Union easier during the early 2000’s. Though criticized for tight monetary policy, it helped prevent an...
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...Salary structure in management in Germany, Poland and the UK – a comparative study Table of Contents 1 Table of Contents 1TABLE OF CONTENTS..........................................................................................................................3 2INTRODUCTION.....................................................................................................................................4 3DEFINITION OF SALARY......................................................................................................................4 4GENERALY TRENDS IN MANAGEMENT SALARY IN UNITED KINGDOM, GERMANY AND POLAND....................................................................................................................................................6 5SALARY IN UNITED KINGDOM............................................................................................................6 6SALARY IN GERMANY..........................................................................................................................8 7SALARY IN POLAND.............................................................................................................................8 8CONCLUSION.........................................................................................................................................8 BIBLIOGRAPHY.......................................................................................................................................
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...| Final Exam | AMBA 610 | April 16, 2013 | | Issue 1 – Ethics and Legal Environment The Badaracco’s video file from 2002 lists many important and critical analysis methods for finding a solution to right vs. right problems. He lists four main questions and three tests that will be answered in this answer to find the solution to how the HR should handle the situation with Sansa. Which way of proceeding will get the best net-net consequence? Badaracco’s (2002) right vs. right framework has the first question as what will get the greatest happiness for the greatest number of people. In this question, Sansa’s pros and cons are to be compared with the pros and cons of other employees of Iron Throne Industries (ITI). If HR lets Sansa to work as senior VP at ITI without her having an MBA, many other employees who have worked hard to get an MBA to apply to such positions might feel angry and distrust. Others might feel the credibility of their company has gone down. If she can falsify on resume, she could falsify other documents as well. On the other hand, if Sansa is let go for the reason of lying on the resume and not having an MBA, which was a requirement when she was promoted, the company would be losing an excellent employee who has shown that she is more than capable of her job. In this case, letting Sansa continue to work as a senior VP not only helps Sansa but also to all the employees of ITI as she has been an outstanding worker and would further increase revenue...
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...Marketing Plan for Oreo Cookies in Poland TABLE OF CONTENT Executive Summary 4 Business Mission 4 External Marketing Audit 5 Macro-environment - PEST Analysis 5 The Market 6 Competition for Oreo in the Polish market 7 Internal Marketing Audit 8 Operating Results 8 Strategic Issue Analysis 8 Marketing Mix Effectiveness – 4 P’s 9 SWOT Analysis OREO 10 Marketing Objectives 11 Strategic Thrust 11 Strategic Objectives 11 Core Strategy 12 Target Markets 12 Competitor Targets 12 Competitive Advantage 12 Marketing Mix Decisions for Poland 13 Product 13 Promotion 13 Price 13 Place 13 Budget 14 Sales and breakeven 14 Promotion expenditure 14 Organisation 14 Implementation 15 Marketing control 15 Action plan (see excel) 15 Reviews 15 Bibliography 16 Executive Summary This report is the marketing plan for the proposed market development of Oreo brand to Poland. The purpose of the plan is to analysis the feasibility and profitability of introducing Oreo brand to Poland market. Oreo brand is one of our leading brands and it constitutes a substantial part of our revenue in the previous years. Oreo is the biggest selling cookies in china in 2006 and it sales reach $1 billion in US in six months. Oreo is a sweet, creamy chocolate with moderate amount of calories and also serve as complementary products. Well packaged and easy to unwrap. ...
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...RESOURCES MANAGEMENT Aneta Karasek Maria Curie-Sklodowska University, Poland aneta.karasek@umcs.pl Abstract: Nowadays increasing role of information technologies and strategic role of human resources management have influence on enterprises. Moreover rapid development of information technologies affects the process of human resources management in enterprises. The aim of the paper is the analysis of utilization of IT in human resources management in high-tech enterprises in the USA. These practices will be presented in following areas: recruitment and selection, development and training, performance management, motivation, talent management, employee self-service systems. There will be also presented results of studies on the utilization of IT tools in HRM conducted in Polish enterprises. Results of conducted survey shows increasing utilization and variety of IT solutions in all surveyed areas in high-tech enterprises in the USA what caused the crucial influence of HRM process. The level of IT tool implementation in HRM processes taking place in Polish enterprises is low, which, according to enterprises, results from the lack of funds for implementation of this type of solutions. In the future enterprises are planning further implementation due to drawn advantages, consolidate individual HRM processes and implement cloud-based solutions. Keywords: human resources management, information technology, e-HR, HRM practices 1567 1. BACKGROUND 21. century has seen...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...Wroclaw is a major city in the Southwest region in Poland with an impressive outline of snow-covered mountains. This is a city filled with busy people and streets filled with expensive cars. From a luxurious shopping center of the salt mine, to downtown plaza, there are many places to visit while being the big city. Wroclaw summed up is pure air flowing through the city, icy cold weather, beautiful aged architecture, expensive belongings, and kind people. Walking throughout Wroclaw, the fresh air blows in pedestrians face and feels like little butterfly kisses on walkers cheeks. A light breeze flows through the busy streets of many uniquely looking groups of human beings chatting about the latest gossip in the middle of the shopping center. Natural light shines through the glass-paneled market. Even with packed streets, each breath taken cleanses the soul from everything in the world. Roaming the stoned streets, there's a certain serene feeling throughout the city....
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...Whirlpool's dramatic turnaround through internationalization Whirlpool's Dramatic Turnaround through Internationalization Q1: The Whirlpool Corporation manufactures dryers, washers, refrigerators, freezers, dishwashers, microwave ovens, compactors and ranges in thirteen countries and trades them in almost 170 countries under the brand names Whirlpool, Magic Chef, Maytag, Jenn-Air, Kitchen Aid, Amana, Kenmore, Bauknecht and Brastemp. Whirlpool generated more than $19 billion in 2006 as the annual sales indicting an increase of 26% from fiscal 2005. This was due to increased international demand for its innovative products and brands. Whirlpool acquired Maytag Corporation in the same year in a bid to increase the sale levels. The company employs not less than 80,000 employees in more than 60 technology and manufacturing centers in the whole world. The firm generates nearly 60% of its total sales from the North America niche, 25% from Europe, 15% from Latin America and 2% from Asian markets. Whirlpool suffers some risks which include low profit margins due to increase in the number of demanding buyers counteracted with high domestic competition. The domestic markets are at risk due to the competition from Haier, the largest appliances brand in China. This fifth largest appliance maker in the world has established a distribution centre and some production base in U.S specifically, South Carolina. Haier has recently established a subsidiary in New York, thus threatening Whirlpool's...
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...RESUME Manguirish Pai Raiker Chairman, RCPR School of Agriculture at Savoi Verem in Goa.India. Education: Post Graduate in Management and Law Bombay University, Bombay Bachelor in Science Bombay University, Bombay Finance and HR Certificate course Profession: Chairman and Managing Director of Brown Packaging Systems Pvt. Ltd. Director ,S. R. Consultancy Service (A consultancy firm responsible for setting of number of eco-friendly high technical, state of art projects) Other Professional Activities: Has been Hon. Director, MSSIDC, Maharashtra, GHRSSIDC,GOAIDC,etc. Manager - Logistics, Hindustan Ciba-Geigy First generation entrepreneur, Started with Accumulator Manufacturing Company. Visiting Faculty to management colleges, conducted various Trainings/workshops program on VAT in various States in India, Trained SAARC Academy members in India and other SAARC countries, and for ZDH-Sequa in Germany .Was Guest speaker: Growth of Indian Economy, Krakow University, Poland as well as other countries where He was invited to talk. Publications/Authorship: -A Guide to Goa VAT -A Comprehensive Book on Goa VAT -Effective Management of an Organization Awards and Honors: National Award for Excellence in Entrepreneurship from President of India in 1988 Manager of the year Award 2002, Goa Management Association Awards from Giants International, The Navhind...
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...to find the ideal candidate for a Project Engineer for the initial operation which involved entire ownership of a Hungarian facility; and he had three solid potential candidates lined up for the job. The only problem with this is that now, Alistair has been asked to find the ideal candidate for a Quality Compliance Manager that can be ready to be in Hungary in five to six weeks. In the following sections I will respond to the questions presented at the end of this case study which include: selecting a candidate from the three candidates provided in Exhibit A of the case, develop an outline for the candidate recruitment process Trianon used to fit with ‘best’ selection processes and the strategic needs of Trianon, and lastly to determine if HR staff should be involved in decisions relating to international business operations similar to the ones presented in this case. As seen in Exhibit A, the case presents three potential candidates with various work experience and family backgrounds. If I had to decide within the next twenty four hours, which of the three candidates presented in Exhibit...
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...Metro Cash & Carry A German Wholesaler’s foray into the Indian Markets Case Analysis Table of Contents S No. | Topic | Page No. | 1 | Introduction | 3 | 2 | China | 5 | 3 | China – Challenges | 5 | 4 | Russia | 6 | 5 | Russia – Challenges | 6 | 6 | India | 7 | 7 | India – Challenges | 8 | 8 | Recommendations | 9 | 9 | Conclusion | 9 | 10 | Appendix A | 10 | Introduction & Business Model The Metro Group is one of German’s largest trade and retail group player which. It is divided into four major business units: 1. Real/Extra - an everyday retail supermarket 2. Kaufhof - an up market department store chain 3. Media Market/Saturn - Europe’s leading electronics retail chain 4. Cash & Carry - wholesale distribution of goods The first ‘Metro Cash & Carry’ store opened in 1964 and it has been on an expansion route ever since. It initially sold only dry goods and then ventured into fresh goods & non-food items. Over a period of time, the product offerings increased leading to an increase in the customer segment. By 2003 they accounted for 240 Billion Euros of the total German wholesale market. Metro C&C worked differently than the traditional wholesale system where they sold food and non-food items in large warehouses on a cash basis. Their main customers were restaurants, bars, cafes, bakeries, SMEs and other food retailers. They issued electronic cards to the customer on the basis of which they...
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