...Dustin Davis Mrs. Herr English 102 12 April 2016 College Athletes Should Be Paid Many people in the United States say that college athletes should not get paid because they already receive a scholarship. Did you know that college athletes miss quality class time to play in tournaments and televised games? What happens when that scholarship is revoked, or for the athlete that only receives a partial scholarship or not one at all? The majority of college athletes put more time into playing their sport than an employee does working a full time job. Student athletes are also core members of the University’s marketing team. How are college athletes supposed to pay for tuition and everyday expenses if they are not paid for what they do for the school? Also, a sports injury could prevent a college athlete from ever playing again. College athletics have gained immense popularity over the past few years. The NCAA is a billion-dollar industry and has been for a long time. Due to the increased ratings of college athletics, the NCAA will continue to rise. Therefore, college athletes should be paid. To begin, college athletes miss classes to play in tournaments and televised games, reducing the quality of their education. According to Marc Edelman, Forbes contributor, “The men’s college basketball teams would miss up to a fourth of their classes due to the tournaments they participate in” (“NCAA”). College athletes should receive some type of pay for this because they are risking the...
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...Abstract This paper debates whether Division 1 athletes should be paid or not. I explain the situation to the readers that do not have much background knowledge of the topic. I go on to say that Division 1 players should be paid because they do not have much money to buy necessities. The NCAA does not allow players to get jobs due to the workload required for their particular sport. The athletes also cannot sell their items or autographed items for revenue. My next reason athletes should be paid is because they are the core of the collegiate sports. Without the players, there would be no revenue period. My next point is that the scholarships are not enough to compensate or the time the athletes put into their sport. Although the scholarship helps, it doesn’t help the players any further than paying for tuition, rooming, and books. Should Division 1 Athletes Be Paid? Imagine one having a career that takes up a majority of one’s time, requires one to do rigorous tasks, and causes one to travel to many different states. Their role in their career brings in billions of dollars to the company but one doesn’t get paid one cent. Seems like a lop-sided deal, right? Well this is the position for many Division 1 athletes all across the United States today. Today a hot topic in the collegiate world is whether Division 1 college athletes should be paid for what they do and if there are too many responsibilities put on these young adults’ backs. Some believe that the...
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...the HR director for a multinational firm that has recently begun to assign workers to international posts. You are responsible for determining the staffing needs of foreign operations. You will also need to adopt a mentoring program for expatriates. As you do not have the resources to provide in house training, you are considering the use of an external consulting firm to provide pre-departure training for employees. Write a six to eight (6-8) page paper in which you: 1. Determine four to six (4-6) components that the pre-departure training will need to cover. Provide a rationale for the use of using the training components in question. 2. Propose three (3) criteria that management will use to assess the performance of expatriates working abroad. Support your proposal with examples of the fundamental ways in which these performance requirements have improved performance, 3. Recommend the recruiting and selection strategy that you believe your firm should use when offering international assignments. Provide a rationale for your recommendation, 4. Compare and contrast two (2) staffing alternatives for foreign operations at your multinational firm. Select the staffing alternative that you believe to be the best fit for your scenario and provide a rationale for your selection. More Details hidden… BUS 325 ASSIGNMENT 2 INTERNATIONAL ASSIGNMENT NEW BUS 325 Assignment 2 – International Assignment – NEW Imagine that you are the HR director for a multinational firm that has recently...
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...more. Finally, TCNs are mostly employees who are government or military contracted personnel that do not represent the government (contractor) or the host country. Plus, due to IHRMs deal with expatriates, the management within the organization may advise the employees to connect with socio-cultural sessions and training that will help them adapt to country. IHRMs faced more issues or risks that involve external factors, non-performing employees, diplomatic ties, and exchange rates. According to Dowling, & Welch (1991), other factors that make IHRM different include the need for broader perspectives, involvement with employee’s personal lives, and changes in PCNs and HCNs population (p. 62). Dowling, & Welch (1991) also state that multinational organizations have 5...
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...MULTINATIONAL CORPORATIONS Christoph Dorrenbacher* Measuring Corporate Internationalisation A Review of Measurement Concepts and their Use Measures of corporate internationalisation have gained crucial importance in the recent debate on globalisation, since many scholars link globalisation to a quantitative increase in the international activities of firms. Opinions on the extent of this increase differ widely, however, depending on what measurement concept is used. As there is no universally applicable measurement concept, researchers face the difficult task of bringing research questions, measurement concepts and data availability into line. T he recent debate on globalisation has generated a wider interest in the transborder activities of corporations. While some authors are convinced that multinational corporations (MNCs) are best symbolised by an octopus whose tentacles try to grasp the whole world, 1 other authors paint a completely different picture. Here the MNC is seen more or less as a lethargic animal, whose presence abroad is rather limited.2 Both metaphors can be justified when considering individual companies, at least if one takes the following definition as a basis: according to Dunning "A multinational or transnational enterprise is an enterprise that engages in foreign direct investment and owns and controls value adding activities in more than one country".3 It is probably not wrong to state that today most large corporations...
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...The Nottingham Trent University Nottingham Business School <Module code> Assignment Module leader: <leader’s name> Recruitment and selection issues in POG Azerbaijan Student ID: N0611211 Nottingham Word Count: 145 January 2015 Recruitment and selection is a key business function for attracting and selecting the best individuals to an organization. Its importance has significantly raised during the last decades of globalization. Nowadays, companies are conducting business on an international level, taking advantages of the loosened regulations, modern technologies and infrastructure. Multinational companies play important role in this global business atmosphere as they use a worldwide approach to markets and production. One such company is Premium Oil and Gas, a Dutch holding company, employing over 80,000 staff in 80 countries, best known to the public through its 25,000 service stations. One of its business units, POG Azerbaijan has been involved in oil and gas exploration of Caspian Sea for ten years, but has only recently begun actual production. The company has experienced difficulties implementing its corporate culture in the host country environment, resulting in various issues for its Human Resource policy – recruitment and selection, corporate culture, learning and development. The challenge discussed within the boundaries of this essay are recruitment and selection of staff for the needs of Premium Oil and Gas Azerbaijan. The...
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...A. Quelch and Helen Bloom The scarcity of qualified managers has become a major constraint on the speed with which multinational companies can expand their international sales. The growth of the knowledge-based society, along with the pressures of opening up emerging markets, has led cutting-edge global companies to recognize now more than ever that human resources and intellectual capital are as significant as financial assets in building sustainable competitive advantage. To follow their lead, chief executives in other multinational companies will have to bridge the yawning chasm between their companies' human resources rhetoric and reality. H.R. must now be given a prominent seat in the boardroom. Good H.R. management in a multinational company comes down to getting the right people in the right jobs in the right places at the right times and at the right cost. These international managers must then be meshed into a cohesive network in which they quickly identify and leverage good ideas worldwide. [pic]Such an integrated network depends on executive continuity. This in turn requires career management to insure that internal qualified executives are readily available when vacancies occur around the world and that good managers do not jump ship because they have not been recognized. Very few companies come close to achieving this. Most multinational companies do not have the leadership capital they need to perform effectively in all their markets around the world....
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...[pic][pic][pic] | | | | | | The Too-Fast Track China’s rapid economic expansion has revealed a paucity of leadership talent, prompting companies to elevate young managers who oftentimes lack the necessary tools but, regardless, are highly sought after by competitors and can change jobs almost at will. By Ed Frauenheim [pic] s vice president of Hyatt International Hotels and Resorts for China and Taiwan, Edward Tai has promoted countless employees during his 34-year career with the upscale hotel chain. In fact, the affable 62-year-old China native says Hyatt often creates elaborate four-year plans to groom up-and-coming execs to head a department in China. But some of those rising stars—and many of Hyatt’s competitors—can’t endure a lengthy development pro¬cess. In leadership-starved China, raiding the competition in search of people who display a shred of managerial potential is all too common. And it’s penalizing executives like Tai, who wants to do things the right way. "By the second year, we do not think he is quite ready," Tai says. "But the other hotel chains, or other places, thinking he is from a Hyatt...
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...Document Type CPI Primary Subject CPI Secondary Subject Geographic Terms How Local Companies Keep Multinationals at Bay Harvard Business Review Online Bhattacharya, Arindam K. Michael, David C. NA Harvard Business Review, March 2008 NA Article Economics International Trade; ; ; Malaysia; Others Abstract To win in the world’s fastest-growing markets, transnational giants have to compete with increasingly sophisticated homegrown champions. It isn’t easy. Centre for Policy Initiatives (CPI) Pusat Initiatif Polisi http://www.cpiasia.org How Local Companies Keep Multinationals at Bay http://harvardbusinessonline.hbsp.harvard.edu.neptune.wou.edu.my/hb... ADVERTISEMENT Arindam K. Bhattacharya (bhattacharya.arindam@bcg.com) is a Delhi-based partner and managing director, and David C. Michael (michael.david@bcg.com) is a Beijing-based senior partner and managing director, of the Boston Consulting Group. FEATURE How Local Companies Keep Multinationals at Bay To win in the world’s fastest-growing markets, transnational giants have to compete with increasingly sophisticated homegrown champions. It isn’t easy. by Arindam K. Bhattacharya and David C. Michael Since the late 1970s, governments on every continent have allowed the winds of global competition to blow through their economies. As policy makers have lowered tariff barriers and permitted foreign investments, multinational companies have rushed into those countries. U.S., European, and Japanese giants, it initially...
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...The goal of this essay is to discuss the importance of culture, the job, and organisational context in determining whether wage compression and symbolic egalitarianism are best. Pfeffer (2005) argues for wage compression and symbolic egalitarianism as two of thirteen management practices that lead to superior organisational performance, and the rationale and validity of his argument will be assessed in line with the work of Hofstede as applied to studies of multinational corporations. Pfeiffer’s arguments will be shown to be of limited application contingent on the context they are being applied to. Symbolic egalitarianism is a conscious strategic decision within the organisation to remove symbols of hierarchy and the differential valuing of employees. This can include decisions such as moving managers from their offices to open plan areas, reducing or removing tiers of titular status, or status symbols attached to seniority or role. Pfeffer argues symbolic egalitarianism signals equality and improves communications, it “diminishes ‘us’ versus ‘them’ thinking” [ (Pfeffer, 2005, p. 101) ] which he believes creates a more collaborative environment with better information flow and cooperation due to the hierarchical barriers between employees and managers being removed. Organisations make a strategic choice in their remuneration and reward programs to enforce either hierarchical or egalitarian culture. Egalitarian systems allow earnings to increase without employees having...
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...Centralized Vs. Decentralized Organizational Structure Many multinational corporations are increasing in all around the world rapidly. Besides, multinational corporations play a common significant role in globalization. However, the way the corporations are managed is very dissimilar. In this essay, the distinctness of how the multinational corporations are managed, especially the differences between organizational structures of Ford and Honda will be discussed. The background of a multinational corporation is an organization doing business in more than one country. In other words it is an organization or enterprise carrying on business in not only the country where it is registered but also in several other countries. It may also be termed as an international corporation, global giant and worldwide corporation (Shyam Soni, 2012). Ford is one of the earliest international companies in the world. They organize their company with a really wise way – decentralized decision-making. It is generally seen that there are more and more plus points of decentralization for decision-making. It is said by Kuldeep (2012) that decentralized decision-making helps to reduce burden of top executives and they can concentrate to another important tasks of policy-making, coordination and control. He also states that prompt and more accurate decisions can be made near the point of action without consulting higher levels and without waiting for approval of top executives. In the other side,...
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...INTERNATIONAL HRM The emphasis throughout this book has been on HRM as it is practice in organizations in the United States. But many of these firms also engage in international trade. A large percentage carry on their international business with only limited facilities and representation in foreign countries. Others, particularly Fortune 500 corporations, have extensive facilities, and personnel in various countries of the world. Managing these resources effectively, and integrating their activities to achieve global advantage, is a challenge to the leadership of these companies. We are quickly moving toward a global economy. While estimates vary widely, approximately 70 to 85 percent of the U.S. economy today is affected by international competition. Recent popular books have suggested that many U.S. companies need to reassess their approach to doing business overseas, particularly in the area of managing human resources. To a large degree, the challenge of managing across borders boils down to the philosophies and systems we use for managing people. In this chapter we will observe that much of what is discussed throughout this text can be applied to foreign operations, provided one is sensitive to the requirements of a particular international setting. The first part of this chapter presents a brief introduction to international business firms. In many important respects, the way a company organizes its international operations influences the type of managerial...
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...resource management, in order to ensure company’s success. Moreover, this work focus on investigating the correlation between these problems, that also must be understood. During the past fifty years, technological advances in transportation and communications have spurred the pace of globalization. Many companies envolved from being purely domestic to becoming truly global. The first step in this evolution might be to export goods for sale in one or two foreign markets. The next step might be to manufacture those goods overseas because it is more efficient than shipping products thousands of miles to foreign markets. Setting up all those complex operations to enter a foreign market change the companies that eventually envolve into multinational enterprises. Although developing international business increase the requirement for understanding ways in which companies operate effectively on a global scale. In order to become successful in the global, competitive business world, firms must overcome certain challenges. Globalization influences the way companies manage their human resources, therefore one of the most difficult challenges for truly global organizations, are challenges of international human resource management. Global or international human resource management is the process of employing, developing and rewarding people in international or global organizations. International human resource management involves a...
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...been forced to take a more international approach, and has demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies that will enable the company to select the right talent for the right places. IHRM plays a very important and challenging roll in the international setting of organizations because “they must develop practices which will maintain congruence with the overall strategic plan of their respective multinational corporations, while balancing the economic, social, political, and legal constraints of the host countries” (Caligiuri). Companies understand that the only way to develop strong and successful global leaders, which are keys to competitive advantage, is through an IHRM department that has a well develop competitive strategy in place. Multinational Corporations (MNCs) like Unilever and Huawei Technologies Co., a Chinese networking and telecommunications supplier, have understood the importance of a well develop IHRM department and have implemented strategies that are aligned with a global approach that support the business operation worldwide (Gartsdie). Based on Heenan and Perlmutter model there are four competitive strategies as well as...
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...Chapter 13 Managing Human Resources in an International Business Learning Outcomes Chapter Outline The Internationalization of Business How Intercountry Differences Affect HRM Improving International Assignments Through Selection Training and Maintaining International Employees International Labour Relations Safety Abroad Repatriation: Problems and Solutions After studying this chapter, you should be able to: Explain how to improve international assignments through employee selection. Answer the question, “What sort of special training do overseas candidates need?” Discuss the major considerations in formulating a compensation plan for overseas employees. Describe the main considerations in repatriating employees from abroad. Managing Human Resources in an International Business 2 The Internationalization of Business More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their...
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