The Philosophies of Thomas Jefferson free essay sample

An examination of the social philosophies of the American founding father, Thomas Jefferson, focusing on his concept of natural aristocracy. This paper examines the concept of natural aristocracy by Thomas Jefferson. This concept laid the basis for the rest of his thoughts and teachings about the ideal society of early America. The writer shows how Jefferson viewed education, society and leaders and also mentions some of his writings. Thomas Jefferson most clearly explained his views on the natural aristocracy in 1813 in a letter to longtime friend and sometime rival John Adams. Like many of the founding fathers, Jefferson despised the European aristocracy, with their notions that leadership could be earned with gold or a distinguished family name. He felt that people should rise through the ranks of society on the basis of merit, hence his natural aristocracy. The hallmarks of the natural aristocrat, according to Jefferson, were virtue and talents. He added that body strength, good humor, politeness, and other accomplishments were auxiliary grounds of distinction (qtd. We will write a custom essay sample on The Philosophies of Thomas Jefferson or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page in The Founders Constitution). It was these natural aristocrats, he believed, who should lead a free country like the newly born United States of America (Thomas Jefferson Biography).

China National Offshore Oil Corporation (CNOOC) company internationalization essayEssay Writing Service

China National Offshore Oil Corporation (CNOOC) company internationalization essayEssay Writing Service China National Offshore Oil Corporation (CNOOC) company internationalization essay China National Offshore Oil Corporation (CNOOC) company internationalization essayEconomic success of China and its growing economic and political influence disturb many neighbors and competitors. China’s search of oil and gas resources around the world is one of the most controversial topics for geopolitical speculation. Politics of exit abroad in China officially existed since 2001. In the oil and gas sector, one of its leaders is China National Offshore Oil Corporation, as well as two more national oil companies CNPC and Sinopec.Tactics of the strategy consists of four main areas: purchase of assets and companies, alliances, transaction of resources for the market type and loans for oil. From 2002 to 2013, Chinese NOCs completed more than 50 mergers and acquisitions in 20 countries. Currently, Chinese oil companies operate in more than 30 countries, including 20 where they take part in the production.Basic information about CNOOCChina National Offshore Oil Corporation (CNOO C) is the third largest national oil company of China after CNPC and Sinopec. It is engaged in production, processing and marketing of crude oil and natural gas in offshore China. It is engaged in development of offshore oil and gas resources on the basis of international cooperation and it is Chinas largest offshore oil and gas producer. It was founded in 1982 and employs consists of 57,000 people. It is a public company, as 70% of shares are owned by the Government of the PRC. CNOOC securities are also traded on the stock exchanges of Hong Kong and New York.HistoryCNOOC was formed in February 1982 as a result of the publication of Decree on January 30 by the State Council on cooperation with foreign enterprises in the development of offshore oil fields.Deputy Minister of oil industry Venkay Keane was appointed the first president of CNOOC. As a part of a national corporation, there were established in May 1982 in Tanggu Bohai Oil Corporation, in June in Guangzhou Nanhai East Oil Corporation, in Zhanjiang Nanhai West Oil Corporation, in July in Shanghai Nanhuanghai Oil Corporation. Since 1999, CNOOC has changed its strategic priorities, conducted a large-scale reorganization and listing of its assets carried on two stock exchanges. By 2003, the companys total assets exceeded 100 billion Yuan (Boisot Meyer 2008).ActivitiesChina National Offshore Oil Corporation is integrated energy company engaged primarily in oil and gas development, energy production based on oil and gas, refining, chemical fertilizer production, oilfield services and provision of other specialized technical services, financial services and new energy. At the moment, the corporation has a monopoly in the field of offshore oil and natural gas, as well as their processing.It owns 44 oil and gas fields in China, located in the Bohai Sea, the South China and East China seas. In 2008, its operating income was about 194.8 billion Yuan, total profit about 67.8 billion Yuan, the total assets o f the corporation amounted 409.5 billion Yuan (Tong 2009). Annual oil and gas production amounted 42.93 million tonnes of oil equivalent. The corporation in 2011 took 162nd position in the ranking of 500 largest companies in the world, compiled by the magazine â€Å"Fortune Global 500† (although in 2010 it took 252nd place) (Ling 2013).CNOOC has plans to expand its global presence to become one of the major energy companies in the world. In particular, in March 2010 it was announced the acquisition of 50% of the Argentine oil and gas producer Bridas Corporation for approximately $3.1 billion. In addition, CNOOC owns energy assets in Australia, Indonesia, Kenya, Nigeria and Equatorial Guinea.China National Offshore Oil Corporation internationalizationCNOOC is of great interest of many countries. Aggressive purchase of corporation  «Unocal » (USA) and mutually beneficial cooperation with the Argentine company  «Bridas » hit the road to the resources of America. After 6 years, during which CNOOC rapidly followed the path of internationalization, the idea of ​​overseas expansion was changing.In March 2013, the member of the CPPCC, chief geologist of the China National Offshore Oil Corporation, Mr. Zhu Ke in the interview to The first financial and economic newspaper said: China should be fully prepared to the high oil prices, there is no need to predict the course of industrial development after the price increase of oil. National Oil Company and other companies in China, entering the path of internationalization, can still make a big step forward (Moreira 2013).Internationalization of CNOOC from 1993 to 2004Internationalization of China National Offshore Oil Corporation has begun some time ago. In 1993, they approved the development of overseas regions and created appropriate department. And before that, in 1992, CNOOC had a strategy for the development and detailed study of foreign areas rich in oil and gas (Schuler-Zhou,  2009).Af ter 3.5 years, it adopted the cooperation with foreign oil companies registered abroad, under administration of China and selling in Singapore. The first successful acquisition of CNOOC was the purchase of shares on the oil field in Malacca.In October 1993, an international company  «Atlantic Richfield » ceded shares of Malacca field to China National Offshore Oil Corporation and provided all related materials. In May 1994, CNOOC with the international company  «Atlantic Richfield » has entered into an agreement to purchase 32.58% of shares of the deposit in the amount of 16 million US dollars. In 1995, CNOOC purchased from a Japanese Oil Company 6.93% of shares of the field in the amount of 2.95 million US dollars. These two purchases allowed China National Offshore Oil Corporation to become the largest holder of this oil field (Boisot Meyer 2008).In 1997, CNOOC with an international company  «Atlantic Richfield » and the company  «Environment, health and safety » signed an agreement on differentiated purchase of 5.9% stake in M7/M9 fields in Myanmar, 26.67% stake in four districts in the Gulf of Mexico and 20% of one more field there.Development of China National Offshore Oil Corporation was due to foreign cooperation to create transnational cooperation. In the beginning, the company was aimed at training and learning environment.However, in the initial period of the internationalization, the company missed some opportunities due to external influences. China National Offshore Oil Corporation reached an agreement with one oil company in Spain, Asian financial crisis stopped the process. The country worried about losing money and suspended the project.After Chinas accession to the WTO in 2001, the strategy of expanding outside the country has been framed as a political task, named exit abroad. It was announced that foreign investment became a major focus of the five-year development plan for 2001-2005 (West 2005).CNOOC conquest of the world m arket (2005 -2010)Although the first steps towards internationalization were made relatively early, but biggest success was mainly achieved in recent years. In 2005, China National Offshore Oil Corporation was going to buy the corporation  «Unocal ». Although it failed on the verge of success, that was regarded as a landmark event.This aggressive style of expansion surprised the world, but the loss taught general director of CNOOC Fu Chehnjuj a very useful lesson. Buying corporation  «Unocal » showed the determination and courage of the Chinese company, demonstrated its confidence in the future. However, looking back, I see that difficulties in purchasing were underestimated, - says Zhu Ke. Playing on the enemy’s and own field are two different concepts (Hong Sun 2006).In 2005, as a part of the strategy of â€Å"absorption†, CNOOC together with Sinopec got involved into the development of Canadian sandstones by purchasing assets of MEG Energy and Northern Ligh t. Later, during 2009 and 2010, the purchase of assets in oil sands continued.In 2007, China National Offshore Oil Corporation explored 10 new oil and gas fields in the Bohai Bay and the Gulf of Beibu. According to the statistical bulletin on the state of the marine sector in China, in 2007 the value added products industry operating offshore oil and gas resources reached 76.9 billion Yuan, having increased by 17.3 percent compared with 2006 (Haldis 2008).China National Offshore Oil Corporation (CNOOC) company internationalization essay part 2

Palliative Sedation Essay Example | Topics and Well Written Essays - 250 words

Palliative Sedation - Essay Example Palliative sedation is a  beneficial  therapy  as it provides comfort and dignified death. The key  value  of palliative medicine is to  relieve  suffering (Braun,  Hagen  & Clark, 2003). It is an accepted and effective symptom  control  method  for patients with intractable physical symptoms. Palliative sedation  get  supported by beneficence,  autonomy  and double  effect  doctrine. According to  autonomy  every person has a right to  decide to regard  health status based on the beliefs, values and goals. Suffering being a personal experience, a person should be given a  chance  to choose the options they  wish  to use to relieve pain (Quill, Dresser & Brock, 1997). Based on beneficence principle, health care practitioners should  offer  care that is beneficial to patients. Relief of suffering whether physical or  emotional  is their  duty. Clinicians should  weigh  all the options and bear in mind that palliative sedation is  beneficial  to the caregivers and family  too. The double effect doctrine deals with the intention of treatment. In this case, the intention is to  relieve  suffering as the patient nears death. Before administering palliative sedation, it is necessary to ensure all other options  are exhausted, and the symptoms are  unmanageable.  Consider different options such as  intermittent, continuous and respite sedation. Caution must be exercised, and administering should be done on informed consent (Hallenbeck, 2000). Shaver, W. & Rousseau, P. (2005). A challenge to the ethical validity of palliative sedation. Program and abstracts of the American Academy of Hospice and Palliative Medicine/Hospice and Palliative Nurses Association Annual Assembly. New Orleans,

Funds Management and Potfolio Selection Assignment

Funds Management and Potfolio Selection - Assignment Example that not all the investors have the necessary time and knowledge to search the market and identify different assets which can yield consistent results for them. In order to overcome such situations, intermediaries offer their services which include a range of services including offering advice as well as tailoring the portfolio for the individual investors according to the requirements of the investors. Fund management is one type of financial intermediation which can help investors to mange their wealth in a manner that not only provides the consistent returns but also preserve the capital of the investors. Investment fund industry in Australia has grown recently and as such the growth has resulted into the formation of a mutli-billionaire industry at the global level. The essential feature of the fund managers running such investment funds is to offer the services of managing the money on behalf of their clients because they develop expertise as well as knowledge of the market which ordinary investors lack. Fund management is often considered as the professional management of the different securities as well as assets in order to meet the specific goals of the investors. Funds are often created for specific purposes with very well define investment goals and objectives. Funds often also outline their strategies as to how the investment process will be carried out to achieve such objectives. For example, if the objectives of the fund are to provide consistent results with minimum risk, the fund may clearly outline that it will invest into government securities or money market so that the overall risk profile of the portfolio remains within acceptable limits. Fund management industry is typically dominated by small as well as large players which cater to the specific needs of the various groups of customers and offer specialized services by creating specific niche markets for themselves. Typically, a fund charges commission on the transactions carried by it

Operations Management and Business Development Essay

Operations Management and Business Development - Essay Example In this management style, all the employees and management work together as a group so as to harmonize operations such as deciding what should be invested in to the operation arrangement such as workforce, material, apparatus, power and how these resources can be easily be acquired and used to ensure that finished products meet the requirements of consumers Over the recent past, Avon Mill toys has faced competition in it field of operation hence getting the urge to expand to other fields so as to offer a diversity of product and be able to stand the current economic crisis amid competition. Some of the effort that is underway includes trying to sell their product over the internet, an idea that has suffered several drawbacks in terms of rejection by its representatives (Galloway et al 2000). Avon has used direct marketing to make its sales and this has been very effective though the current increased use of the internet is giving competitors an upper hand as they can reach a wider range of clients. The companies efforts to sell their products over the internet has faced rejections from representatives as it could lead to loss of jobs or the company could loose that direct customer relationship (Grassley 2008). A big question is whether Avon can afford to remain competitive by direct marketing or by inventing another way to increase its sales Over the past years, Avon has relied on direct marketing as a major strength to promote and sell its goods. The company has been in the lead for providing toys to the customers directly and the developments in communication have suddenly changed the company's major strength into a very large obstacle. Any innovations intended to increase the company's sales above direct sales faces opposition from sales repetitive. There is a lot of competition emerging from other companies offering alternative and substitute products. For this reason, Avon Toys has to come up with a strategy that will be cost effective and of sharing promotion and branding expenses in all the company's markets has helped to cut down the operation costs. Avon has also involved in marketing its product over popular medium like the television and movie theatres thus increasing customer base covered. Avon is determined to provide everyone with high value toys that are innovative and in the process also provide financial independence to the general population like employing sales representatives (Galloway et al 2000). The toy company has targeted to reach a lot of people if not everyone with their product in the global market hence help in improving the quality of live by the products they offer. Under operational management, it is very important to focus on the corporate objectives of firm which means that the company's supply of raw materials, manufacturing process and marketing strategies should be harmonized to reduce incidences of misunderstanding, delays and process failure (Grassley 2008). The operations strategy should provide the company with the capacity to compete in the UK market especially the Avon Mill toy Company. The operations framework includes the following steps; 1. Defining the

A Pestel Analysis Of China Market Economics Essay

A Pestel Analysis Of China Market Economics Essay Since 1979, China adopted an export-manufacturing strategy successfully following with Japan, Korea and Hong Kong. The Golden Bridge Co., Ltd is one of the beneficiaries. It was founded in 2007 with flooring as its main products. The product is of high quality by utilizing advanced technology and equipments imported from Germany and Italy. The glue and lacquer materials for production are also imported. In current stage, Golden Bridge has a total capital of 800 million RMB and exported to 35 foreign markets including the U.S., Canada, Japan and Germany. In order to help it to expand the business, our consultancy company attempt to analyze the China business environment and seek a foreign market to relocate the manufacturing of this company with proper entering and competing strategies. This essay first illustrates the business environment of flooring industry in China and German with PESTEL analysis. Then it evaluates the threats in Germany market by following Porters five-force mode l. Later a recommendation would be given on how to properly enter into the targeted country. PESTEL analysis of china market: The PESTEL analysis is used to assess the macro environment and identify the challenges Golden Bridge faced with in china market in order to make an appropriate suggestion. Political: The Chinese political system characterized as one-party communist dictatorship makes a great contribution to national stability, enabling the economy keep dynamic and sustainable. Nevertheless, when the economic system was deregulated from the command economy to market economy since 1978, the power of economic management was increasingly decentralized, raising the issue of uncoordinated development of regional economy. Currently, though the central government has made effort to alleviate the gap among different areas in terms of developing standards, provinces tend to give a priority to local profits rather than considering the integrated advancement of the whole country. Local protectionism exerts detrimental influences upon market expansion of Golden Bridge Company in nationwide and deters the establishment of a comprehensive distribution channel. Economical: China is valued as one of the most vibrant countries in terms of economic development among the world. The reform opening up in 1978 accelerated Chinas GDP growth from 362.4 billion RMB to 30 trillion RMB within a 30-year period. Moreover, in 2010, China has been the second largest economy instead of Japan whilst the value of export accounted for 10% of world. Based on these statistics, judgment can be made that manufactures in China including flooring industry may keep an optimistic attitude to their future prospects in some extent. Nonetheless, Chinese economy may suffer unpredictable circumstance in the future. Labor resource is one double-edge sword. Once being an advantage of China, abundant labor resource and economical labor price make a great contribution to progress of those labor-intensive manufacturing industries. This is also the primary reason that China flooring industry is quite profitable though China is a net importer of timber. However, as cited by AME info (2005) there is a growth in the minimum wage standard, labor may not be regard as a perpetual advantage of China if this trend continues. In Addition, appreciation of CNY since 2005 against USD may imperil the export of Golden Bridge Company (Goldstein, M. and Lardy, N., 2006). Social: It is claimed by Su and Littlefied (2001) that China is an extremely high-context country where people prefer to receive implied messages. For establishing a business in China, strong private-relationships with different stakeholders is the key to success. However, this is extremely time-consuming while the maintenance is also expensive. Potential conflicts in interest may easily erode it. Besides the relationship, corruption is another issue in China. According to the Corruption Perceptions Index, China was positioned 72nd among all 179 countries in 2008. However, damages caused by corruption may be far more hazardous than anticipated, particularly to the economic development. Corruption has been treated as a vital barrier for operating in Chinese market due to enormous back-stage expenditures as well as resulted injustice. For Golden Bridge to gain more import quotas and pay less tariff, costs may be made up of not only normal ingredients such as transporting, but also implied expense for smoothing the network. Technological: China wood flooring industry is experiencing a relatively laggard technological standard in its initial stage of development. According to Cheng and Song (2006), the level of timber utilization was 61% in 2004 with a considerable disparity with developed countries (nearly 90%). Additionally, imbalanced technological support aggravates the long-term conflicts between wood supply and demand in Chinese domestic market. In 2004, though the total domestic timber supply is 273.6 million cubic meters and exceeded the total consumption of 241.5 million cubic meters, scarcity of raw material still existed in some parts of timber manufacturing industry. Environment Legal: Chinese government proposed the Natural Forest Protection Program (NFPP) nationwide in 1998 to limit exploitation of natural forest resources. The legislation made the supply of domestic natural timber restricted. Between 1997 and 2003, natural timbers supply decreased from 32.05 million cubic meters to 12.145 million cubic meters (Cheng and Song, 2005), which was extremely insufficient to satisfy demands of the highly prosperous timber industry in China. Timer manufacturing companies in China have to depend on importing. Statistics shows that in 1997 the quantity of imported timber only occupied 23.56% of total wood consumption, while the number soared to 53.78% in 2004. The expenditure of imported timber was $33.96 higher per cubic meter compared with the price in 2007, which increased the material coast of Golden Bridge Company. PESTEL analysis of German market: Since this essay has analyzed the macro environment of the china flooring market, further looking at the political, economic, social and technological factors of the German can help advance and strength the logic of the whole assessment. Political factors: Germany is a home of secure, legal and rewarding investment. The World Economic Forum has rewarded its legal system as the most efficient and this fact has also gained international recognition. Flooring coverings are categorized according to German and EU laws and building products should be subject to the EU construction products directive and the German construction products law. The directive and law are mainly focused on environmental, health-related, material and usability sectors and most people agree that by considering the environmental restrictions, the EU can be the strictest market. Moreover, with the transnational economic environment, it is predicted by experts that the approval criteria for flooring is likely to decrease and there seems to be a limited permission of eco-labels for flooring products. Further, comprehensive incentives  are provided to both home and oversea investors by German government, individual federal states and the EU. Economic factors Germany is the largest economy in Europe and in general German is export-oriented. Since 2003, German has been the largest exporter machinery, vehicles, chemicals and household equipment, with an annual export increase of 8%. However, factors that may prevent Golden Bridge from entering into and developing itself in Germany also exist. They can be excessive dependence on euro currency, tight credit markets and an increasing rate of unemployment. Stimulus and stabilization efforts initiated in 2008 and 2009 and tax cuts introduced in Chancellor Angela MERKELs second term will increase Germanys record budget deficit, which is expected to exceed 5% of GDP in 2010. The EU required Germany to get its consolidated budget deficit below 3% of GDP until 2013. A new constitutional amendment likewise limits the federal government to structural deficits of no more than 0.35% of GDP per annum as of 2016. Technology factors: Germany is claimed to be the leading nation in high-tech development and receives high turnover accordingly. In 2007, the high-tech products exported by Germany accounted to a value of RUR 114 billion, ranked first in Europe and third worldwide. More than 27% turnover of German manufacturing factory is generated from high-tech products, compared to a European average of 19%. Social factors: Social factors also need consideration. Hofstedes analysis of Germany shows the emphasis on individualism, masculinity and uncertainty avoidance. Power distance and long-term orientation are both ranked considerably lower than the others. Germany believes in equality and equal opportunity, as well as its ability to change and adapt rapidly. Another arising issue is the social awareness of pollution, which leads Germany to use more environmental-friendly materials. Abstract for the use of five-force model: After analyzing the macro-environment of both countries, it is reasonable and necessary to apply Michel Porters five-force model in order to provide a thoroughly understanding of the German flooring market before the Golden Bridge company entering into it. According to this model, the competitiveness of an industry is influenced by such five forces and their collective strength and thus determines the ultimate profit potential of this targeting industry. These five forces covered in the analysis are competitive rivalry, supplier power, buyer power, the threat of substitution and the threat of potential new entry. However, the five-forces framework is not a set of principals per se, instead is a tool for systematically use these principals to assess the current status and likely evolution of an industry. Competitive Rivalry: The internal competitive rivalry in German flooring market seems high. There are three main reasons. First, the switching cost is low because flooring products are homogenous with little product differentiation. Another reason is that the German flooring market is saturated with a relatively low growth rate. The flooring production in 2008 suffered a 15.1% decline while the total consumption slumped for about 12.19% (FEP, 2008). Also the number of competitive companies in German flooring market and the intensity of rivalry also determine the high threats of rivalry. There are a large number of companies competing in the German flooring market and these companies are divided into three categories, they are Small and Medium Sized Enterprises (SMEs), Domestic Leading Manufacturers (DLMs) and Niche Market Brands (NMBs). First of all, SMEs has the largest number in the German flooring market (Roadmap, 2010). These SMEs are often manufacturers provide low-grade flooring with low price. Their marketing strategy is just reverse to Golden Bridges. Thus Golden Bridge is suggested to treat them in an abstemious way. However, there are also a few numbers of large flooring manufacturers who operating on European and/or global base. It is suggested by German Timber (2007) that few DLMs account for the majority of the total market share. These companies usually possess strong competencies, highly recognized reputation and well-established brand image. One main rivalry is the Krono Group, who is one of the world leading producers of high-quality flooring. Founded in 1897, it has accumulated years of experience and extensive knowledge know-how. It delivers products to 80 countries worldwide while has its own production-base in 18 countries. In 2004, its production capability of flooring reached 310 million à £Ã … ½Ã‚ ¡, took up about 1/3 of the world market share with total sales revenue of 24 billion RMB. It also has an annual RD investment of 15billion RMB with over 200 scientists doing research in Krono International Laboratory. In addition, there are Niche Market Brands (NMBs) with several well-known brands like Espirt and Kaindl, holding part of the flooring market (FEP, 2007). These companies merely provide certain kinds of flooring to meet the special needs of a group of customers. Furthermore, in order to gaining competitive strength, the NMBs together with some foreign brands such as Balterio from Belgian and Vito from Austria have formed a conglomerate named Beamy International, a commercial platform allowing them to compete on both domestic and global markets (FEP, 2008). As the competition is fierce in German flooring market, Golden Bridge is suggested to adopt a niche strategy and doing effective promotion after entering the market. To explain, the original German wood flooring manufacturers already gains economy of scales and undeniably enjoy a cost advantage. Advanced distribution channel comparing with those new entrants also allows them first mover advantages. Cost disadvantage and lacking reliable cooperators are main barriers for Golden Bridge to survive in German market. Insufficient in capital determines that an aggressive expansion strategy is also irrational. However, one advantage Golden Bridge occupies is that it has been doing export business within German importers for couple of years and its products did have certain reputation in this highly competitive market. By offering additional value, Golden Bridge can efficiently differentiate itself among the rivals with a brand image of reliability, valuable, and symbol of statuses. This may help obtain sustainable brand loyalty among German customers. Threat of Substitutes: The threat of substitution refers to the extent to which different products used in place of a companys products or offered by other industrials. Flooring is not restricted on only wood but other materials such as textile and stone/ceramics are also widely used. For instance, in German market in 2008, textile took the largest raw material market share (i.e. about 37.4%) for making flooring. This is followed by stone/ceramics of 28.6%. Comparably, the laminate only had a market share of 13.9%, ranked in the third place. In terms of switching cost, the result can be distinct regarding to different objects of study. To individual consumers, there is almost no switching cost exists because choose one kind of material instead of another is just a matter of personal taste. However, this can be criticized in depth for the reasons that wood-made flooring has its own characteristics and functions that other materials may not have. To some extent and to specific customer groups, for instance, those who have fixed-decoration style, the switching cost can be relatively high. However, to large wholesalers (e.g. Beamy International) who previously dedicated in wood-made flooring, the switching cost would be extremely high, as they may lose the stable distribution channels with their current wholesalers or retailers, and also the price advantage provided by the long-term cooperative producers. This means the substitution threat is less considerable because their past investment in developing stable distribution channels with retailers and producers offers them an advantage in current market and this may make them unwilling to undertake risks of operating and competing in a new and highly competitive market. Summing up the above, it is the end-user customers that Golden Bridge should pay close attention to. First of all, it is advised that a regular customer survey to be conducted to make a comprehension of customers preferences and what they really appreciate. The company should also emphasize the exclusiveness and unique utilities of their products, making it cost more for the customers to switching to other substitutes. In the meantime, though as mentioned the future trend seems favor wood flooring industry, Golden Bridge should cause enough value that the technology development is always indeterminate. Thus in order to avoid sudden shock of new technologies that brings in comparable substitutes, Golden Bridge should invest continuously in Research and Development to keep pace with the times. Threat of New Entrants: Threat of new entrants is moderate. As put by European Commission (2001), the main barriers to enter German market include certification approval and the quality standards and label, while the incentive to enter German market depends mainly on its impeccable infrastructure system. The extensive unified intensification, which has been mentioned before in PEST Analysis of German, increase the starting investment of new entry, accordingly has negative effect on new entrants to the market. There are totally fourteen member countries of European Federation of the Parquet Industry (FEP). Under the Single European Market policy, twelve of them have reached an agreement on moving goods, service and capital freely internally, giving companies in these markets strong mobility. To put it simpler, a flooring company located in Germany for example, can either choose to develop domestically or entre into either of the other 11 member countries of EFP, in support of the unified system. Once entering into the consolidated FEP, the new members deserve this privilege with little hindrance, however, the legal entry requirement, especially for flooring companies compliance with environmental protection, is said to be quite strict in European Market, which is especially true in Ge rmany. Thus it can be expected that in order to harmonize to European standards, a large quality of funds will be needed to invest in order to fulfilling the standards ranging from environmental protection to individual healthcare. What is more, the sophisticated infrastructures that Germany possesses nationwide make the market considerably attractive to those adventurous entrepreneurs. As known to all, Germany lays in the center of the Western Europe, with large-scale transportation centers such as International airport in Frankfurt and seaport in Hamburg (ELA, 2010). Centering in a fast and efficient logistic network covering almost all the main markets in Europe, flooring companies in Germany can procure raw materials namely timber on a global scale, and reach the external markets with relatively lower transportation costs. Therefore the threats of new entrants would be moderate in German flooring market. For Golden Bridge, the corporate should create a marketing and brand image and keep customers loyalty, tie up to both suppliers and distributors. More important, it should sign a patent to protect the intellectual property of their high-tech products. Buyer Power: Buyer power, which is determined by the individual customers ability in negotiating purchase prices with suppliers, is at an intermediate level in German market basing on four crucial reasons. Firstly, according to the previous analysis, competition in the wood flooring manufacturing is largely intensified by a large amount of incumbents. Hence, purchasers are more unrestricted in choosing their suppliers with considering competitive advantages of products, and price may be a decisive factor for some customers. However, it is important to note that Wholesalers have more bargaining power than individuals. Being the large-volume buyers, they are not only main customers where companies earn profits from, but also controllers of dominant distribution channels. By stark contrast, individual customers with smaller purchase volume may be positioned less vitally in suppliers minds. Secondly, the buyer power is attenuated by the availability of substitutes of wood flooring in German market. E xcept for this category of flooring, more choices are supplied on the market. Despite competition reinforces customers bargaining power, the phenomena of demand surplus in German wood flooring alleviates this circumstance. According to the research of European Federation of the Parquet Industry (FEP), the consumption of German wood flooring is about 17.88 million square meters, while the production of German wood flooring is only about 11.04 million square meters (Slides Stats 2008). In additionally, German culture also plays a significant role in lessening customers bargaining power. The spirit of the nation, such prudence and fixation lead to a fairly strict standardization in both work and life. Germans are used to calculating a precise price based on all dimensions. Hence, they dislike dealing with situations out of their planning, enabling bargaining become very difficult. Ten percentage cut in price is the biggest range they will agree in they dealing with foreign buyers. (LeMont Schmidt, 2001). Supplier Power: Supplier Power refers the power of suppliers to drive up the prices of raw materials, supplies, equipment or inputs. Your company purchases the glue, paint and equipment, and employs labors from Germany and imports the wood from Russia. There are some crucial factors performing low supplier power of your company. Firstly, German is not used to bargaining, which is mentioned in Buyer power. Hence, it is meaningless for German suppliers to drive up the price of material and equipment. Negotiating power is weak in Russia as well. Although the nation is one of the largest wood producers, there are a large number of wood suppliers ¼Ã…’which provide a strongly competitive circumstance in Russia. Admittedly wood is a kind of nature product so that customers are sensitive to the price of wood. Because of high standard of transparency, the switching cost is low in Russia. On the other hand, many substitutes with lower expenditures are becoming increasingly prevalent such as marble, carpet, plastic flooring. High standard of substitutes threat can restrict the suppliers to drive up the price and reduce the power of suppliers. However, high labor cost strengthens the supplier power. The German labor cost is one of the highest in world. According to Common Protocol of Salary, Labor wage need be determined by the negotiation between wood flooring industry and backwards industry (Fact about Germany, 1996). Therefore, the security of labor force is quite completed. Unions are powerful to argue with unfair wage or welfare. For example, Michael Sommer, the head of the trade union federation(DGB) , claimed that is necessary to increase labors wage with the upturn of economy in 2010( Guardian ¼Ã…’2010). Supplier power and buyer power, which exert a moderate threat on Golden Bridges development in German, can be alleviated through several ways. From one aspect, to limit bargaining power of large-volume wholesalers, the company should give priority to building up a distribution network itself by developing new franchisers rather than depending on the primary channels of wholesalers. In terms of individual customers as well as challenges from substitutes, enhancing the products benefits would be the most efficient way to reduce their bargaining desire as most of affluent people value quality more important than price. From the other aspects, labor relationship, the most considerable barrier in lessening German supplier power, should be harmonized through affording sufficient welfare to employees, as well as building a relative democratic organizational culture by the company. Moreover, it is supposed that importing a few skilled workers from China would benefit the company not only by more economical labor cost, but also reducing the significant dependence on the German labor market. Limitation of the 5-forces: Porters five-force model is not perfect but based on the assumption that from the view of any one firm, all the other firms no matter whether they are supplier, competitor or buyer are threats to the profitability. However, according to Brandenberger and Nalebuffs value net theory, interactions among firms can sometimes enhance profits. Thus critics raised and attentions on cooperation are much more paid. The cooperation between the Golden Bridge Company and other foreign flooring companies will be analyzed and evaluated in the later recommendation part. Recommendation By illustrating the German macroeconomic environment and its circumstance of flooring industry, it is thought that the most recommended strategy for Golden Bridge is to build a joint venture with one or several German covering floor manufacturing enterprises, whilst maintaining the manufacturing section and primary market system in China. Joint venture can be explained as a collaborative formation among companies that each party invests parts capabilities to constitute a new enterprise, thereafter determining the distribution of ownership according to corresponding contributions. Nevertheless, two preconditions should be taken into consideration before making an alliance with German incumbents. Firstly, as a dominant barrier in Chinese market, capital insufficiency would also limit the investment ability of Golden Bridge in German to a large extent. Consequently, small-to-medium incumbents are more desirable as cooperators rather than large-scale companies in terms of ensuring a rela tively high proportion of ownership of Golden Bridge in the new joint venture. Moreover, it is imperative to illustrate compatibility of potential partners based on a number of philosophic criteria, including similar experience, common principles and agreed future target as well (Kanter, 1994). Where extremely intensive competition takes place, German market would tend to pose more threats than opportunities on the Golden Bridge if the company attempts to entirely entry the market alone. In comparison, cooperating and aligning with local companies would be a much safer and efficient measure from two aspects. First, by giving joint ventures preferential treatment, the Golden Bridge gains a good opportunity to penetrate the German market in a relatively short period with minimum risks as the company is unnecessary to expose abundant long-term investments to gain market shares in German wood flooring industry. Instead, it can utilize those important strategic assets of local cooperators such as complete distribution channels, customer relationships and brand loyalty. Moreover, Golden Bridge is still deficient at technology and management comparing with the local German companies. Through setting up a joint venture, advanced technology and managerial know-how can be more easily accessible by Golden Bridge, which is beneficial to its development in China market as well. Nevertheless, possible issues relating to joint venture cannot be neglected by the Golden Bridge. First, operational dissimilarities caused by political and economic divergence between China and German may be a vital problem for Golden Bridge. For instance, blind spots in law or financial systems will damage the corporate profits at initial stage. Additionally, cultural and managerial difference may be difficult to consolidate as different authority, reporting and decision-making patterns (Kanter, 1994), therefore leading to possible mistrust and misunderstanding between Golden Bridge and its partners. It has been widely recognized that German managers are prudent and rigid in dealing with regulations and rarely consider the influences of the network relationship, which is fairly distinct from Chinese managers conceptions. Conclusion: In conclusion, according to the PESTEL analysis, there are a number of challenges in China. These challenges can be the unbalanced market condition in china because of local protectionism and insufficient infrastructures, under-developed technology and managerial skill led to the low efficiency of timber industry in China, Natural Forest Protection Program limits the domestic nature timbers supply as well as the increasing labor cost in flooring industry due to Chinas economy prosperous. The complexity of interrelationship of different parties involved in the business environment also cannot be neglected. The PESTEL analysis of German market was further conducted to make the assessment more comprehensive. Later the consultants use five-force model to assess threat of entering the German flooring market. For instance, the competitive rivalry and threat of entry in German flooring market is extremely high. In terms of threat of substitution, it is much more complex. The supplier power and buyer power are both at an intermediate level. However, Porters model is criticized for lacking of corporation with other market players. Thus, a recommendation is made by our consultancy company for Golden Bridge to organize a joint venture and thus with other reliable and competitive companies for instance, the Beamy International. Facts about Germany. (1996). Frankfurt am Main: Società ¤ts Verlag. LeMont Schmidt, P. (2001). Die amerikanische und die deutsche Wirtschaftskultur im Vergleich: Ein Praxisbuch fà ¼r Manager. Gà ¶ttingen: Hainholz Verlag. Guardian (2010) German steel workers demand 6% wage increase http://www.guardian.co.uk/world/2010/sep/14/germany-angela-merkel http://www.roadmap2010.eu/wisd/pdfs/68-81.pdf http://ecotec-energiesparhaus.de/Daten/Holztechnik-Forest-and-wood-industries-in%20Germany%20at-a-glance.pdf http://www.tarkett.com/group/en/company/Tarkett-at-a-glance http://www.homeinstitute.com/types-of-flooring.htm http://news.frbiz.com/parquet_floor_once_again_leading-440481.html http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:32004D0275:EN:NOT

Hemophilia :: essays research papers

Hemophilia is a rare genetic blood clotting disorder that primarily affects males. People living with hemophilia do not have enough of, or are missing, one of the blood clotting proteins naturally found in blood. Two of the most common forms of hemophilia are A and B. In persons with hemophilia A (also called classic hemophilia), clotting factor VIII is not present in sufficient amounts or is absent. In persons with hemophilia B (also called Christmas disease), clotting factor IX is not present in sufficient amounts or is absent. People with hemophilia do not bleed more profusely or bleed faster than normal; they bleed for a longer period of time. Virtually all people who have hemophilia A or B are born with it. The majority of people with hemophilia have a family history (it is a hereditary disorder). In as many as 30% of cases, there is no family history of hemophilia. In these cases, the mother may not be aware that she carries the gene for hemophilia, or a gene mutation may have occurred spontaneously. A long history Hemophilia was identified as early as biblical times. Doctors in medieval times were familiar with it as well. In 1803, a Philadelphia doctor published the first description of hemophilia in the United States. But it was not until 30 years later that hemophilia became widely recognized. Hemophilia later developed a reputation as the "royal disease" because it passed from Queen Victoria of England to her descendants throughout the royal houses of Europe. Who Gets Hemophilia? Hemophilia occurs when the gene to produce clotting factor does not work correctly. Without the proper amount of clotting factor, bleeding occurs easily. Hemophilia is an inherited disorder in about two thirds of the cases. About one third of the cases of hemophilia occur due to spontaneous changes in the gene or mutations. The presence of a mutated gene may not be noted until a woman with no family history of hemophilia has a son with the disorder. The gene for hemophilia is carried on the X chromosome. The gene for hemophilia is also recessive. This is why hemophilia is referred to as an X-linked recessive disorder. If there is not a normal gene present to offset the defective, recessive gene, the disorder will be present. Whether or not a child will have hemophilia or be a carrier for the disorder depends on the status of the mother and of the father. The figure below shows how this type of disorder is inherited.

Hr Term Paper

Table of Contents: Introduction to SME Recruitment and the process involved Challenges faced by SME’s Overseas challenges Suggestions to overcome challenges What are SMEs? Small and medium enterprises (SMEs) are businesses that employ up to 250 people.No one is precisely sure how many of them there are because there are lots of companies that have limited liability status but are not trading and there are lots of businesses that are sole proprietorships that have escaped the official net of the tax man, the VAT man and the registrar of companies. We will see figures that range as high as 4. 3 million and as low as 3. 7 million, the best estimate being around 4. 0 million. Although the most usual definition of an SME is a company employing up to 250 employees, nearly all (over 99%) employ less than 50 people.In fact, three quarters of them don’t have any employees – they are sole operators. So, the emphasis really is on small rather than medium in the SME label. T he engine of economic recovery The significance of these small businesses is often overlooked. They are the ants in the ant hill rather than the more glamorous animals of the forest. And yet they make up a half of all the jobs in the UK and account for half of our GDP. Because they are small and tightly managed, decisions can be taken quickly and they are flexible in responding to changes in the temperature of the market.In the UK as in the rest of the world, SMEs are recognised as the most responsive engine of economic growth. Who are they? There are over 1,500 different classifications of SMEs. These are referred to as Standard Industrial Classifications by the Government and they are used to describe the nature of a company’s business. As might be expected, SMEs do not compete where large capital investment is required for process industries. Therefore, they do not exist in car assembly, steel making, cement manufacture and the like. They are found in profusion in the serv ice industries from vehicle servicing, hairdressing, retailing to the professions.There are manufacturers, of course, and they operate across most industries from complex electronics to traditional businesses such as metal bashing and wood turning. The SME shopping basket Every SME purchases goods and services in the pursuance of its business. They all have some basic needs such as telephones, stationery and they consume energy. Nearly all have office furniture and operate vehicles. They rent property and they buy legal and financial services. Depending on their industrial classification, they also will buy materials of one form or another.In total this adds up to over ? 1 billion of products and services per annum. Safety in numbers The most surprising thing about this huge shopping basket is that it is often ignored by marketers who have their sites on the larger corporations that appear to make easier picking. Whilst it is true that large buyers are easier to line up in the sight of a marketing rifle, they are not necessarily the most profitable. Slimma enjoyed being a main supplier to Marks & Spencer until M&S changed its buying policy and it lost the business. It not only lost the business; it went out of business.In contrast, RS Components has always seen the potential in SMEs and through its next day postal delivery service, it supplies a myriad of bits and pieces to businesses at premium prices and good margins. A simple decision making unit There are no complicated purchasing teams in SMEs. Very often it is just the boss who is tea person, book keeper, principal sales person and buyer. With all these duties, it is not feasible to agonise too deeply about the choice of a supplier. Decisions are made quickly and based on simple criteria such as the supplier is easy to buy from, it is good value, it is supported by the right kind of service etc.Once a purchase has been made, a relationship is established and very often a buying pattern is set up that wil l last for a long time. The B2B SME panel B2B wants to get to the hearts and minds (and purchasing patterns) of SME owners and has recently launched an online panel comprised of key decision makers within the SME sector. B2B has undertaken a rigorous panel recruitment programme to ensure a diverse and high calibre sample of thousands of SME decision makers throughout the UK, people who are notoriously hard to get hold of yet who buy hundreds of different services. In IndiaIn India, the Micro and Small Enterprises (MSEs) sector plays a pivotal role in the overall industrial economy of the country. It is estimated that in terms of value, the sector accounts for about 39% of the manufacturing output and around 33% of the total export of the country. Further, in recent years the MSE sector has consistently registered higher growth rate compared to the overall industrial sector. The major advantage of the sector is its employment potential at low capital cost. As per available statistics , this sector employs an estimated 31 million persons spread over 12. million enterprises and the labour intensity in the MSE sector is estimated to be almost 4 times higher than the large enterprises. In South Africa the term SMME, for Small, Medium and Micro Enterprises, is used. Elsewhere in Africa, MSME is used, for Micro, Small and Medium Enterprises. Size thresholds vary from country to country. The lack of a universal size definition makes business studies and market research more difficult. RECRUITMENT Recruitment is the process where the HR identifying the gaps to be filled, attracting the suitable person's cv's through different media ( like adds. n paper, approaching consultants, employee references, campus placements( when the requirement is huge), even u can verify active working employees in ur company through promotions/transfers) & etc. , upto receiving the cv's. selection starts from scrutining the received cv's, conducting the tests & finally ends with the HR round of interview for taking a desicion whether selected or not. Recruitment Process The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations.Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc).Short-listing and identifying the prospective employee with required chara cteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making The recruitment process is immediately followed by the selection process i. e. the final interviews and the decision making, conveying the decision and the appointment formalities. CHALLENGES FACED BY SME’S FOR RECRUITING NEW ENTRANTSChallenge One – Find, recruit & retain high quality sales people   Organisations of all sizes and in all market sectors have a major challenge in finding and developing quality sales people. The impact of employing average or poor sales personnel can seriously hurt SMEs, as these companies rely on a smaller number of sales staff. They simply do not have the resources, systems and processes that exist within large corporations to effectively mana ge, develop or re-deploy underperforming sales people. Having high quality, reliable and consistent sales people can make our sales function and a lack of them will break it.Organisations are able to invest in Health Checks, which reviews how the sales function is performing in terms of people, processes and customers. This health check also highlights the areas within the sales function which need to be developed, which is a good starting point for SMEs looking to build or enhance their sales function. Challenge Two – Develop high quality, profitable, long-term customers The issue of quality sales people is the main cause of challenge two – Developing high quality, profitable, long-term customers.The definition of a high quality customer is one where: * To have a win-win, mutually beneficial relationship * The relationship exists at the highest possible level with the key stakeholders * They take a number of products or services from you * They see you as a key suppli er or integral to their success * They believe in your people, brand and product, they will not use a competitor * They will actively promote your people, brand and product (word of mouth advertising & referrals) Gaining high quality customers is the focus of any successful business over the longer term.Look at any industry or sector where individual key players have shown steady, sustainable, controlled growth and where they have outperformed their competitors. You will notice a number of similarities around the quality of the sales people, perception of the brand, and standard of the product or service. You will also note that in the majority of these organisations, a number of reports and statements focus on' The Customer'. What makes these organisations so special is that they have simply developed an effective sales, supply, customer management and retention system.This system runs like a well-oiled, high-performance engine, where all the cogs turn and interlink in a highly eng ineered way. In business, this is like having a successful, proven ‘How to' users-guide for all the key aspects of sales and client fulfillment. Whether we like it or not, every business has a system that covers all of these critical sales and client management areas. What is evident is that these systems don't necessarily interlink effectively.In fact, some of these systems seem to work against each other and slow down progress, creating roadblocks for sales and client management to cross. Interestingly enough, high quality sales people also have a system they use at an individual level to sell effectively. This system guides them like a missile to the target and covers all areas of attitude, skill and execution of their tasks. If an organisation wishes to overcome the two key challenges of high quality sales people and high quality customers, they need to develop an effective system that covers sales and client management.An effective selling system has a huge number of bene fits to any business – too many to list, however they can be summarised into the following: * Increase profitability per customer and per sales person * Reduce cost of sale * Reduce lead times * Increase win ratio * Improve internal communication and access to information * Increase control and focus * Improve forecasting and business planning * Improve customer relationships and retention * Reduce churn of quality people We do not need to find, recruit and retain high quality sales people, especially as they are expensive.Even small organisations can develop quality sales people themselves and realise the key benefits this brings by simply introducing a successful selling system. This means that the organisation is reliant on an effective, proven and sustainable system and not on individual sales people to perform. If the system works, then the sales people can use the system to work for them. The system will show the organisation very clearly who is performing well and who needs to be developed, and it can even show exactly where and how.To clarify the key point, however, we are not saying that you can or should employ low quality sales people and tell them what to do, and how to do it. What we are saying is that the quality of focus has changed, from finding high quality sales people who can work individually and do the numbers for you, to developing a high quality, repeatable sales system. This is not a new concept; every successful franchise is built on this very principle. If a business wants to realise these benefits, then it is undeniable that they need to have an effective sales team.It is also undeniable that they need to develop high quality customers. If your organisation needs to realise these benefits and you would like the opportunity to work with a specialist, then contact Enact Services. They have developed the ‘Complete Selling System'. This has been designed specifically to address the challenges faced by your sales team(s). Thi s system has been proven to positively impact on the sales results of SME and corporate organisations. CHALLENGE IN THE TALENT WARThe global phenomenon in talent shortage has led to a ‘talent war’ amongst organisations large and small, across all industry sectors throughout the world. This talent war is all about attracting, retaining, developing and engaging a quality workforce that plays a critical role in impacting the organisations bottom-line and growth. With such a struggle for the best talents, it is no wonder that the SMEs often lose out to the MNCs which typically invest millions of dollars in their recruitment and retention strategies.Given that SMEs may not have such ‘muscle’ to fight the talent war, nonetheless it is becoming clear to business leaders / entrepreneurs that an effective HR strategy is critical for its long-term survival. The following are some of the typical challenges faced by SMEs today: Talent Attraction Not maintaining an acti ve database of potential hires – adverts are placed each time there is a vacancy without harnessing past database effectively Not implementing comprehensive hiring channels such as referral, graduate, recruitment internal transfers etc.Lack of detailed job analysis which leads to ineffective recruitment (i. e. often it is not known what are the key criteria for hiring the personnel and key success factors on the job) Weak or no employer branding – candidates do not have a good knowledge of the overall organization OR do not have a good experience during their recruitment exercise Not able to offer higher than average starting salaries and having ‘standard’ benefits/rewards Talent Retention Lack of a comprehensive orientation programme or induction training Lack of clear career path development for individual staffLack of communication of corporate goals/vision Lack of job-rotation : often SMEs lose talents as they are not able to provide new learning oppor tunities within the organization by redesigning jobs etc. Minimum investment in training ; development. We have heard: finding and retaining top talent be it for large corporations, SMEs, associations and consultancies is fast becoming a major challenge. In many cases, the challenge has become a factor in the loss of competitive strengths, and consequent decline of market share.Some underlying reasons are well known: demographics (the â€Å"baby boomers† are beginning to retire and not being replaced by equivalent numbers of new entrants into the workforce); declining unemployment; sustained high demand for candidates with similar profiles in many sectors, such as IT and Telecom; shifts in employee attitudes to loyalty and their work/life balance. But another, less obvious factor is at play: employers' response (or non response) and in particular the adaptation of their recruitment and retention strategies to a rapidly changing labour force landscape.In fact, pragmatically, t his is perhaps the most important issue. Employers can't change demographics, but they can change the way they recruit. Until recently, most employers were in the enviable position of being able to pick and choose among a plethora of spontaneous candidacies to fill most, if not all their open positions. In those cases where â€Å"Mr. or Mrs. Right† was not at hand, word of mouth, and an advertisement would more often than not elicit a more than adequate number of qualified applicants. The biggest challenge was making the right choice!But today, employers are facing new realities. And, as in any rapidly changing environment, those who are the quickest off the mark in adapting their attitudes and strategies will reap the benefits of stronger, more stable, and more efficient human resources. The more senior and/or technical the positions, the more vital this becomes. New challenges and the need for specialised assistance With many or even most employers fishing for the same prof iles in the same pond, yesterday’s recruitment strategies are fast becoming inefficient and un (or even counter) productive.The bottom line is that most employers are rapidly (re) discovering the value and economic sense of retaining, and building long term relationships with Executive Search firms. The simple logic is that the quest for talent needs to be both broader, and deeper than ever before. Chances are the ideal candidates are not scanning the â€Å"want ads† or online recruitment websites nor talking to friends about changing jobs. They could come from a different industry (which has already faced the challenge an employer is up against today), and thus bring fresh thinking and new vision.They may bring talent that will enable an employer to embark in new, lucrative business ventures. And they need to be in a position to contribute to an employer’s strategic plan. Leading Executive Search firms will build a highly personalised strategy for each individu al recruitment taking these complex factors into account. Headhunters†¦. and headhunters Most leading headhunters accept the title with a smile†¦. they generally prefer to be known as Executive Search consultants. Perhaps to more clearly identify themselves as employer business builders (via human resources), as opposed to simple recruiters.Recruitment agencies tend to use large databases of names, rely on electronic/web technologies, and place cold-calls to potential candidates whom they might never have met before. While not eschewing these methodologies, executive recruiters use their specialised and often personal networks of contacts to attract individuals to opportunities and search for candidates for the most senior positions. In Brussels, as an example, the typical minimum annual salary for a position that an Executive Search firm is retained to fill is â‚ ¬100,000.Consultants specialise within given industries, and typically have long-lasting relationships with their clients. These relationships are key, because the recruiter knows the nuances of the internal culture within the client’s organisation, and is best prepared to offer candidates that would make a good fit. In addition, executive recruitment firms often offer guarantees for the candidates who are hired. That is, if the individual resigns, for example, within six months of the date of hire, the firm will mount a new search to find another candidate. Taking care of the detailsCompanies that decide to search for a senior candidate using a specialised recruitment firm find that they save time and resources. Following an exploratory meeting to learn more about the position and after participating in a thorough briefing session, the search consultant returns a written description of the employer, the competitive situation, the recruitment context, and the position to the client for approval. The description is a key step, and the client must share as much information as possib le in order to enable the recruiter to identify the best possible candidates.Of course discretion is paramount – privacy of the client, as well as privacy of the candidates. Building on his experience as Managing Director and Marketing Manager for L’Or? al, Howard Honick has been a senior consultant with Alexander Hughes, one of the leading recruitment firms in Europe, since 2000. â€Å"We believe every mission, every client, every candidate is unique†, says Honick. Our consultants spend whatever time is necessary to understand every aspect of the mission; we pay particular attention to soft skills, and matching client/candidate culture†.Confidentiality is of course crucial. And we only present candidates to our clients who we know could be an ideal match in terms of experience and personality, and therefore make a long-term fit. † It’s all about who you know Executive recruiters know their client’s industries and have many contacts bec ause they have worked in the sectors themselves. Anne De Greef, a senior consultant at Alexander Hughes previously worked for many years in executive positions in business development, operations, strategic planning and M;A for DHL, UPS and as COO for Fleetlogistics/Wheels.Combined with her additional management experience in the chemical and leasing industries, she is well-placed to identify potential candidates for clients in these businesses, because she knows – and has worked with – many individuals in those sectors. â€Å"This detailed knowledge of and ability to recruit high-level executives is what makes clients rely on our services. Clients realise that top-level recruitment is not an overnight process,† said De Greef. Strategic recruitment impacts the bottom-lineRecruits for top-level appointments will eventually have a role in shaping the future of a company. They will be a part of the team making strategic decisions about the organisation’s dir ection and developing and enacting its business plan. Thus, candidates must have extensive experience and the business sense to succeed in making the right decisions. â€Å"There’s a lot on the line when filling positions for our clients,† said Honick. â€Å"The positions we help fill are vital to the client company’s success, otherwise the company probably wouldn’t invest in our services. Costs for recruitment services usually are linked to the salary level of the position being filled. Firms typically charge a placement fee when the candidate they identified and recruited accepts a job. The fee can be set as a straight percentage of the salary, or negotiated as a retainer. For some companies with ongoing hiring needs, the retainer model is usually the most advantageous. Widening the gene pool Once recruitment profiles have been defined, there are several steps to finding the right candidates.One of the most important is to take a cross-sector approach. Companies must not depend only on the talent that is already employed within their sectors; to the contrary, employers must extend their search for candidates to include industries that they may never before have mined. â€Å"Our experience shows that more and more companies are taking this cross-sector approach. This is particularly true in the financial sector, where we are seeing an increasing demand for mathematicians and actuaries to manage hedge funds and private equities,† said Honick.For big and small Surveys of European executives indicate that three factors are hampering corporate expansion: increasing bureaucratic and administrative complexity (regulation, compliance issues); uncertainty, as it relates to top line growth; and the difficulty of finding the best people to grow the company. These issues hold true for small, mid-size and large organisations. Executive recruiters specialise in filling senior leadership positions, no matter what the size of the organisa tion.Perhaps for SME’s, it is even more critical to find not just â€Å"the right person† but â€Å"the best person†, since each new recruit will have a proportionally greater impact on the existing team as a whole. â€Å"In smaller companies, the quality of internal human interaction tends to have a more immediate effect on overall results,† said Honick, â€Å"Also, responsibilities in an SME can cover more than one functional area. A Finance Director will probably have admin duties, and also might oversee HR. So we would need to find a person who can positively impact all three areas. ————————————————- Recruiting ‘in-house’ is typically the first reaction of most HR directors. But for small and mid-sized companies searching to fill management positions, looking within is often not feasible. Most likely, for young and/or small bus inesses the required talent does not yet exist in-house. So for middle and senior-level hires who will have a significant impact on the top and bottom line, it’s becoming more and more common for organisations of all sizes to rely on a executive search firm to find the best talent out thereOverseas recruitment and challenges: The rules of engagement Overseas recruitment has gone mainstream. Once viewed as the last resort of vaguely treacherous corporate wage cutters, hiring foreign workers is the newest trend for small and medium businesses struggling to deal with an unprecedented skills shortage. But the popularity of overseas recruiting – and a few well publicized instances of abuse by rogue employers – has caught the Government’s attention.In April 2007 federal Immigration Minister Kevin Andrews declared his intention to â€Å"clean up the system† by introducing tighter policing and hefty new financial penalties for employers who breach migratio n laws. All this means that overseas recruitment now presents greater risks and rewards for Australian businesses than ever before. For an increasing number of SME owners, coping with the skills shortage means this is a gamble they must take if they are to find the staff their businesses need to survive. So much work, so few workersEach month, economic data confirms what SMEs are experiencing on the ground: the skills shortage is getting worse. With unemployment already at a 32-year low of 4. 4%, in May 2007 the number of new jobs ads surged 10. 3% to 251,996, a massive 40. 8% rise on a year earlier. While shortages are being felt across the board, the cupboard is particularly bare for employers in the resources, information technology, professional services and hospitality sectors. Andrew Stormon, the manager of Queensland SME Mt Isa Fleet Maintenance Services, tells a common story. We advertised for 18 months trying to find people for mechanic positions; we just found we got very few responses, and those we did get didn’t have the right skills and weren’t suitable for the job. † In a booming economy, not enough staff means lost work and lost profits. â€Å"We lost in the vicinity of $500,000 because we continually had to knock back work. We lost one of our clients worth $250,000 because we just didn’t have the people we needed to service their fleet for them,† Stormon says.It is this combination of commercial opportunity and labour shortage that is driving business to recruit from overseas in increasing numbers. Immigration Department figures show 97,430 skilled migrants came to Australia in 2005-06, up from 77,880 in 2004-05. This number is set to increase to 102,500 in 2007-08. By far the biggest increase in numbers has been in the s457 temporary skilled migration category, under which employers sponsor foreign workers with in-demand skills to work in Australia for between three months and four years.There are reported to be 105,000 foreign workers currently in Australia on s457 visas, a number that could increase significantly next year. Navigate the migration minefield Bringing a worker into Australia is not just a matter of filling out a few forms and sending a cheque for the processing fee. Although there is a lot of information available – the Federal Government and industry associations are good sources – the migration process is complex and requires knowledge of both Australian immigration rules and those of the country from which a worker is migrating.Added to that is the difficulty of finding eligible candidates for the position in the country of origin, an especially difficult and time-consuming task in countries where English is not the first language. Given the complications involved, it is no surprise recruitment and migration service providers have proliferated in recent years, encouraged by low barriers to entry and the big dollars desperate employers are prepared to pay for good staff.It generally costs about $4000 to $6000 to have an agency find an employee and bring them into Australia, although prices vary depending on where an employee comes from and how they are employed in Australia. Jo Burston, the managing director of migration services firm Job Capital, says the time-consuming nature of the process and the heavy penalties associated with breaches of migration legislation means agencies offer good value for money for many businesses. â€Å"The Department of Immigration has very strict guidelines and the penalties can be substantial, so it’s a process that allows very little room for error.Since most SMEs don’t have specialised immigration staff, hiring an agency allows them to get on with their core business,† Burston says. â€Å"Most SMEs would hire an accountant to give them tax advice, they wouldn’t just have their admin person do it, and this is really no different. † Even businesses that can afford to devote staff to recruitment tend hire professionals to help them navigate the process. Mike Smith, operations manager at IT services and integration firm Anatas, says he supplements his in-house resources by outsourcing difficult aspects of offshore recruiting process. We would just burn weeks and weeks of staff time doing it all ourselves. Even with staff working on the process it can be time-consuming just providing the information and vetting candidates. There is no way to short-cut the process, you just end up causing problems for yourself if you do,† Smith says. Traps for young players and what to do about them Contrary to popular belief, the vast majority of businesses who hire foreign workers are not motivated by the prospect of lower wages.Imported workers cannot be employed to perform cheap unskilled labour and must be paid above a legislated minimum standard annual salary of $41,850 ($57,300 for IT staff). These rules are not flexible. The desire to avoid any furthe r horror stories of foreign workers being paid a pittance or charged outrageous migration fees has caused the Government to allocate more than $80 million in this year’s budget to increasing the monitoring and investigation capacity of the Department of Immigration and Citizenship and to increase penalties for breaching migration laws.From August 17, employers can be personally fined up $13,200 or, in extreme cases, jailed for up to two years for employing a worker without the appropriate visa or referring a worker without an appropriate visa to another employer; while businesses can be fined up to $66,000 for each offending worker they employee. More severe penalties are applicable if workers are being exploited through slavery, forced labour or sexual servitude. The complexity and bureaucracy that governs the skilled migration process means planning ahead is also important.Finding an employee and bringing them to Australia generally takes three to six months, migration serv ice providers say, with even longer lead times workers with very specialised skills are sought. A more obvious problem employers of foreign staff have to deal with is culture shock. Even for people who come with all the good will in the world, the shock of finding yourself in unfamiliar territory far away from family and friends can be too much to handle.Australian Recruiting director David Young, who recruits Asian and UK workers for Australia’s mining and healthcare industries, says it is rare for foreign workers to cut short their time in Australia because of culture shock, but it does happen from time to time. â€Å"It can be for all kinds of reasons: sometimes it’s the climate, the food, often people who come here don’t realise quite how big Australia is and get a bit of a shock if they find themselves in a remote location.On the other hand, I was talking to a company the other day who brought in workers from Sweden: they were very skilled but it didn†™t work out because there was a big difference between the sense of humour of Swedes and Australians,† Young says. Small things like meeting new arrivals at the airport, help with accommodation and transport, opening a bank account and taking out medical insurance can help minimise homesickness. â€Å"We brought someone in the other day who was a great musician and we connected him up with a local band; things like that can make a huge difference,† Young says.Once these hurdles are overcome, it seems there can be real upside to taking staff from other countries into your workforce. Mt Isa Fleet Maintenance manager Andrew Stormon says after dealing with some â€Å"out-of-date† attitudes on the workshop floor towards the four skilled tradesmen he brought in from the Philippines, the new arrivals have now become an important part of the business. â€Å"These blokes have turned up and keen as hell, punctual, their English is excellent and they really get in and wo rk.And their skills are fantastic: I haven’t come across tradesmen as good as some of these blokes for many years,† Stormon says. Another advantage of bringing in workers from overseas can be loyalty. Anatas’s Mike Smith says in sectors such as IT, where highly skilled employees tend to be highly mobile, this is be a big plus. â€Å"We have found workers we bring tend to stick with us. Often they will be looking to become permanent residents in a couple of year or perhaps it’s just because we have developed with them, but we’ve found they stick with us for a bit longer than Australian staff,† Smith says.As long as Australia continues to enjoy the fruits of the China-led resources boom, economic necessity will continue to drive Australian businesses to hire skilled staff from overseas. ————————————————- The key to making overseas rec ruitment a good experience is to take advantage of the information available and obtain professional advice and assistance where necessary. By going into the process with eyes open, a business of any size can successfully navigate the migration minefield. ————————————————- ———————————————— ————————————————- SUGGESTIONS THAT CAN BE IMPLIMENTED____________________ Outsource Outsourcing non-core activities is increasingly becoming popular even for SMEs. Instead of incurring huge fixed costs in manpower to manage recruitment/ retention issues with sophisticated IT software, SMEs can reap the following benefits by outsourcing such functions to the experts in the field: Cost savings Technology (a simple HR IT software can cost from to $50,000 to $300,000) Experienced HR staff to manage recruitment/retention issuesAdministrative time (even with the HR software, lots of time goes in updating, maintaining a database etc) Focus on strategic functions By outsourcing these functions, the HR can focus on vendor management and on making sure that results are achieved. Access to world-class recruitment/retention strategies Service providers typically invest millions in the most updated systems and technology as this is their core business. Hence by outsourcing such functions, SMEs can leverage on the service providers’ world-class technology.Create employer branding The service providers function as an extended arm of the SME. Hence by running the entire hiring process (right up to orientation) effectively, a positive brand image is created for the SME. Measurement of hiring effectiveness The HR can extract useful indices such as ‘q uality of hire’, ‘cost per hire’, ‘days to fill job’, ‘candidate experience’ etc. from the service providers. This will enable the HR to focus more on strategic issues rather than administrative tasks of the hiring process. Quality of HireThis is of critical importance to any organization – whether is there a good fit between the job and person. By outsourcing the hiring to experts, it has been proven that the quality of hire will improve. This means that the new hire performing better on the job and eventually affecting the organisation’s overall operational effectiveness and profitability in a positive way. Employer branding Having mentioned outsourcing as one of the strategies in managing talents, the responsibility on employer branding still remains with the organization.Companies need to brand themselves as choiced employers just like how they brand their products and services. There are some distinct advantages of bei ng an SME which need to be communicated to job seekers and existing staff. Being small can be an asset in many instances. Having a staff strength of less than 300 makes an organization a lot more nimble, fast and flexible compared to larger MNCs which often wait for global initiatives before implementing changes in their HR policies and practices.THE FOLLOWING ARE SOME TIPS FOR SMES: Talent Attraction Employer branding – focus on key strengths such as â€Å"innovative†, â€Å"fast-growing† â€Å"regional exposure† Provide flexible and innovative benefits/rewards that cater to individual needs Measure the current hiring effectiveness – indices such as ‘cost per hire’, ‘days to fill a job’, ‘effectiveness of hiring channels’, ‘candidate experience’ are critical so that SMEs can track where there are bottlenecks and where the hiring process can be improved. Plan career path for individualsMore growth opportunities, regionalization – which is attractive to the younger workforce. Talent Retention Shift from being family-oriented to more performance-based Communicating the corporate goals, vision, direction (for a more engaged workforce) HR can afford to give personalized attention to individual’s needs in terms of benefits, rewards, career goals, training ; development needs Invest in meaningful training ; development that leads to job expansion for staff Once the SME has established themselves as a hoice employer with attractive and innovative HR policies, retention strategies and career advancement opportunities, it is only a matter of time that happy employees spread the word. There is nothing more powerful for an organization than happy staff who become their ‘ambassadors’ wherever they go! This inevitably does wonders for enhanced employer branding and attracting better talents over the years. ******************************************************* **********************BIBLIOGRAPHY http://www. eurofound. europa. eu/emcc/content/source/eu06025a. htm http://en. allexperts. com/q/Human-Resources-2866/Challenges-faced-HR-Manager-1. htm http://72. 14. 235. 132/search? q=cache:yyt4gJDUXlMJ:www. gmprecruit. com/pdf/KC/SMEchallenge. pdf+recruitment+challenges+faced+by+SMEs;hl=en;ct=clnk;cd=1;gl=in http://www. hrmguide. com/recruitmentsmanagers/+tasksfaced+SME.

Shared Trait Between Humans and Chimpanzees Essay Example

Shared Trait Between Humans and Chimpanzees Essay Example Shared Trait Between Humans and Chimpanzees Essay Shared Trait Between Humans and Chimpanzees Essay Shared Trait between Humans and Chimpanzees Anthropology 101 Section Fall 2010 Professor Diane Sank For many years, numerous individuals including anthropologists have attempted to explain how a single species evolved into another. From the time of Charles Darwin to Creationism, anthropologists have established that chimpanzees are human’s closet relative. Furthermore, with the extensive voluminous amount of information, not only are chimpanzees genetically and evolutionary similar to human but share analogous traits. For instance, chimpanzees like human make and utilized tools in various techniques. Another trait shared is eutheria, where offspring depend on the placenta and grown internally of their paternities. In addition to the highly mobile digits that assist chimpanzees in grasping and climbing. These illustrations are just a few. This paper is twofold; to highlight humans and chimpanzees shared traits that can aid in recreating the past of humans, secondly to heighten my knowledge of the evolution of humankind and chimpanzees. Human are classified in the primate order. The primate order contains countless species of prosimians, monkeys, apes, and us. Moreover even though humans are classified along with other primates the nearest relative is chimpanzees. Similarly, humans and chimpanzees share, â€Å"anatomy, and genetic material† that has been noted for several years now. By sharing similar traits it is noted as a vital part of human evolution. Human evolution is the development of humans also known as Homo sapiens. Homo sapiens are categorized in the Hominidae family, a family that has shown to ensure increased brain size with complexity and bipedalism. Chimpanzees have undergone many different changes during that resulted in binocular vision, mobile digits without claws but nails, decreasing in sense of smell due to a reduced snout, large and complex brains. Specific traits are illustrated distinctively within humans (Kottak, 2009). The first trait chimpanzees share with humans is grooming. Grooming is the action of cleaning oneself or another. The purpose of grooming among primates has many functions. The first is to clean another while the other is is sharing a bonding experience with a partner or friend. Both primates experience, â€Å"friendless, submission, appeasement or closeness†¦ embracing, touching, and jumping up and down. † These behaviors assist in shaping closeness between the two chimpanzees taking part in grooming (Haviland, Prins, Walrath, amp; McBride, 2005). Two chimpanzees sit face to face with each other and perform these procedures. Chimpanzees use their digits to â€Å"remove parasites or detritus from another’s hairy body surface,† resulting in the consumption of parasites There are different grooming habits among chimpanzees. For instance, some chimpanzees groom each other face to face while other chimpanzee let the one being groomed to move about as they feel. Some chimpanzees use sticks, or leaves as tools for grooming. In humans grooming is also used as a bonding experience for example between mother and child (McGrew, 1998). The second trait is the increase in the size of the brain and complexity. Primates have the highest intelligences. The size and complexity of brain enables primates to retain additional information to utilize in tool making or climbing. The advantages of a large brain with complexity assist in â€Å"navigat[ing]†¦find[ing] food in a highly complex environment. † The brain size of chimpanzees is larger than most other mammals (Kottak 2006; Stanford, Allen, Anton, 2006). The third trait is highly mobile digits. In humans mobile digits are hands. Chimpanzee’s highly mobile digit allows them to grasp items and climb trees more efficiently. Chimpanzees like human have five fingers on both digits (hands and toes). Primates also have opposable thumbs and tactile pads. Tactile pads empower chimps to have great sensitivity to what they come into contact with. The tactile pads are located at the end of chimp’s digits. Chimps do not have claws but nails (Kottak, 2009). The fourth trait chimps share with humans is tool making. Chimps are every diversified in utilizing and make tools. Chimpanzees construct their tools from surrounding material within the forest such as twigs, bark, and leaves. Tool constructed have multiple functions. For example leaves can be rolled to create a cup for drink water. Another example is utilized leaves for fishing and grooming varies parts of another chimpanzee. Finally leaves can be used in pre –mating procedure and to make medication. Chimpanzees also utilized tools to gather food such as sticking sticks into the ground to gather ants and termites for food. Chimpanzees are able to use their surrounds to help create everyday task to be performed with ease (McGrew, 1998). The fifth trait chimpanzees share with humans is being eutheria. Eutheria are mammals who reproduce internally via placenta. Similar to human chimpanzees do not have a breeding season. This allows chimpanzees to mate at any time of the year. Since mating seasons do not exist in chimpanzee culture, the majority of female chimpanzees throughout their life becomes pregnant or nurse constantly. Once offspring are born they are: â€Å"Dependent for 4 or 5 years†¦chimpanzee infant cannot survive if its mother dies before it reaches the age of 4 at the very least†¦ During the juvenile period, young primates are still dependent upon the largest social group rather than on their mother alone, using this period for learning and refining a variety of behaviors. If the juvenile primate’s mother dies, he or she will be â€Å"adopted† by an older male or female member of the social group. † Not only does the infant depend on their mother for a period in time, the community takes care of them as they reach a certain age (Stanford, Allen, Anton, 2006). The sixth trait chimpanzee share is bipedalism. Bipedalism is the art of walking on two legs. This trait is a major trait that has evolved. Chimpanzees usually walk on all fours. However at times chimpanzees walk bipedally when they have to hold something in their hand. Furthermore Chimpanzees â€Å"cannot sustain bipedalism locomotion for more than 50 to 100 yards [before retracting to] knuckle-walking† (Haviland, Prins, Walrath, amp; McBride, 2005). Human infants like chimpanzees walk on all fours, at times walking bipeadlly shortly until they retract to walking on all fours. The seventh trait is the act of playing. The process of playing among chimpanzees is learning skills that can be used later in life as adults. The act of playing is shown not only in infants but juveniles as well. Infants and juveniles play to â€Å"learn about their environment†¦social skills†¦ [and] testing a variety of behaviors. The act of playing is a tool for learning how certain things work and what is and not accepted in their community (McGrew 1998; Stanford, Allen, Anton, 2006). The eighth trait chimpanzee share with humans is the art of learning. Since the brain of a chimpanzees has increased in size and complexity this trait has assisted in advan tages. Younger chimpanzees stay close to their mothers in order to learn how to perform certain task. For example, chimpanzees in West Africa use stones to crack open nuts. At first the offspring fail to perform the task until a great deal of practice is chieved. This process is call aping, the act of observing then imitating the adult they learned from (Haviland, Prins, Walrath, amp; McBride, 2005). The ninth trait is sexual behavior among chimpanzees. Chimpanzees and humans alike are promiscuous. The reason being primates do not have a set partner, another primate to mate with and stay with as a neutral family. Within chimpanzees communities both male and female engage in finding partners to mate with. There is no standard for the men to only look, but women take part in finding a mate rather than waiting for one. Female chimpanzees similar to humans go through several periods in time when they are vulnerable to impregnation. This period in time is known as estrus, not only where the female is vulnerable to impregnation but skin surrounding the genitals swell. In a recent study â€Å"twelve to fourteen males have been observed to have as many as fifty copulations in one day with a single female in estrus†(Stanford, Allen, Anton, 2006). Sexual promiscuity is a norm in chimpanzee’s community as well as humans. In our culture sexual promiscuity is portrayed in the form of pornography. Even though it is frowned upon individuals still take part in it. The tenth trait similar to humans is communication. Chimpanzees have diverse calls that can be visualized with face and body expressions. There are various calls such as, â€Å"warning calls, threat calls, defense calls, and gather calls†¦ [that accompany] gestures and postures†¦. [that is at] the level of a 2 to 3 –year-old human child† (Haviland, Prins, Walrath, amp; McBride, 2005). Chimpanzee unlike humans cannot speak but they do display language skills incorporating by call and gestures. I have learned that chimpanzees are extremely intelligent and should be studied more often. In my opinion chimpanzees are becoming more and more intelligent than the average American. For example some American can barely read and write let alone communicate their wants and needs. While chimpanzees communicate their wants and needs by using gestures and postures. It is extremely heartbroken more and more primates are slowly being extinct or becoming research models not to benefit the understanding of their ways but for biomedical research. It truly was remarkable learning about chimpanzees an there shared trait humans’ utilize as of today. I am grateful and wish someday I too like Jane Goodall can do research on primates to learn their ways. We as humans should learn more and take care of our closest relative then would we truly understand their ways and ourselves. Chimpanzees, Pan Troglodytes, have acquired traits that are established already in humans. Chimpanzees are highly intelligent primates who display eutheria, the process of growing their offspring internally. Chimpanzees are extremely social creatures that take part in grooming as a process of bonding with another primate. While infants and juvenile learn through play which creates a learning environment for the children to learn what they will be required to know when they are adults. The increase in brain size and complexity has assisted chimpanzees to make and utilize tools, walk bipedally, and able them to climb and grasp with their high mobile digits. It begs the question: what will the future hold for the evolution of humans as chimpanzees become more and more rick in knowledge? ***This report contains 9,445 characters and 1,788 words**** References 1. Haviland, W, Prins, H, Walrath, D, amp; McBride, B. (2005). Living primates. In N. Root (Ed. ), Anthropology: the Human Challenge (pp. 62-87). Canada: Wadsworth. 2. Stanford, C, Allen, J, amp; Anton, S. (2006). Biological anthropology. New Jersey: Pearson Education. 3. Kottak, C. (2009). Anthropology: The Exploration of Human Diversity. New York: The McGraw Hill Companies. 4. Culture in nonhuman primates. (1998). Annuals Review of Anthropology, 27, 301-328.