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Human Resource Management free essay sample

Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. These human resources responsibilities are generally divided into three major areas of management: staffing, employee compensation, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change. Until fairly recently, an organizations human resources department was often consigned to lower rungs of the corporate hierarchy, despite the fact that its mandate is to replenish and nourish the companys work force, which is often cited—legitimately—as an organizations greatest resource. We will write a custom essay sample on Human Resource Management or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page But in recent years recognition of the importance of human resources management to a companys overall health has grown dramatically. This recognition of the importance of HRM extends to small businesses, for while they do not generally have the same volume of human resources requirements as do larger organizations, they too face personnel management issues that can have a decisive impact on business health. As Irving Burstiner commented in The Small Business Handbook, Hiring the right people—and training them well—can often mean the difference between scratching out the barest of livelihoods and steady business growth†¦. With technology changing every day, and the talent crunch forcing employers to get the most out of each and every staff member, the focus on HR is set to continue. Even without a time machine, it’s clear HR’s role will move ever-closer to the very heart of business. Plugging the talent gaps This is not to say there are no challenges facing HR in the present day, far from it. At the top of the critical list on Singapore’s business landscape is the impending talent shortage that is set to hit organisations of all shapes and sizes. Elizabeth Martin-Chua, local HR expert and author, says businesses are again having to chase talent. Previously, the situation was the much more ideal reverse – with job candidates pulling out all stops to find work in their favoured organisations. Now, with the baby boom generation set to move into retirement with only smaller-sized age groups available to replace them, the talent crunch is set to move into a more permanent fixture. That means renewed importance will be placed on those HR Human Resource Management free essay sample This approach helps the employees to be committed to their work which contributes to the overall performance of the organisation as a whole. Table of contents 1. 0 Introduction3 1. 1 Part A: Comparative analysis of hard and soft philosophies of HRM 3 1. 2. 1 Advantages and disadvantages of the soft and hard approaches to HRM4 1. 3 Justification of the soft approach5 1. 4 Part B: Five soft approaches used by Toyota5 2. 0 Harvard model of HRM 6 2. 1. 1 Towards defining HRM7 2. 1. HRM theories8 2. 2 HRM strategies9 2. 3. 1 Continuous improvement and respect for people 10 2. 3. 2 Effective teamwork10 3. 0 References11 1. 0 Introduction The origins of our efforts to manage people lie in the way we view others and make judgement about them (Hall, 1988). For Hall (1988), the philosophies of human resources management (HRM) are those assumptions about people and the workplace and their abilities and needs and these form the foundation of managerial actions. From this assertion, it can be noted that there are mainly two philosophies namely the ‘soft’ and ‘hard’ approaches to HRM which are applied by different organisations. We will write a custom essay sample on Human Resource Management or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As such, this paper seeks to provide a comparative analysis of the soft and hard philosophies of HRM as used in American and Japanese corporations. The main discussion is based on the given case of Toyota. The paper starts by outlining the differences between these two philosophies and it attempts to highlight the advantages as well as disadvantages of each philosophy. The second part of the paper will focus on the concept of HRM applied at Toyota. 1. 1Part A Comparative analysis of the hard and soft philosophies of HRM The main difference between soft and hard philosophies of HRM is that the soft approach is employee oriented where there is a balance between work and their interests while the hard approach is performance based where organisational productivity is given priority. The other difference between the two is related to the structure of the organisation which has a bearing on the HR functions. A soft approach can be applied to an organisation with a flat structure like Toyota while a hard approach is applicable to organisations with tall structures. In an organisation where a soft approach is applied, employees can contribute towards the decision making process while in a hard approach they are not involved. The other notable difference between the two is that teamwork is encouraged in an organisation which encompasses the soft approach while the one with a hard approach emphasises the element of increased performance. The other difference is that the soft approach encourages innovation while the hard approach inhibits innovation. Table 1 Differences between soft and hard approaches to HRM Soft approachHard approach Employee orientedProduction/performance centred Suitable in flat organisation structureIdeal for tall organisation structures Involvement in decision makingEmployees not involved in decision making Teamwork is encouragedTeamwork is not promoted Innovation is promoted Does not promote innovation 1. 2. 1Advantages and disadvantages of soft philosophies of HRM AdvantagesDisadvantages Workers are motivatedThe organisation can lose money pleasing employees. There is consensus in decision making Some of the ideas may not be incorporated in the decisions A sense of belonging is createdEmployees may see themselves too powerful Tasks are decentralised to other departmentsMay be challenging to follow the same strategic goals Development of skills encouragedEmployees may desert the organisation after gaining experience 1. 2. 2Advantages and disadvantages of hard philosophies of HRM AdvantagesDisadvantages Production is increasedWorkers are not satisfied with their job Effective decision making Employees may not like the decisions The leaders know what is good for the companyDisgruntled employees Focus is on productionPoor performance of the organisation Helps to keep the system of the company in tactEmployees may not be able to keep pace with the changes in the environment 1. 3Justification of the soft approach The soft approach used by Toyota is commendable given that it is mainly concerned by the welfare and needs of the employees. This helps to motivate them such that they put optimum effort in their performance which is an added advantage to the company as a whole. The other reason is that the employees are satisfied with their job and it is easier for the organisation to retain talent. The other advantage is that continuous improvement of the employee skills helps them to keep pace with the changes that may take place in the environment. Knowledge management is a virtue during the contemporary period given that there is need for the employees to be better positioned to find solutions to the problems they may encounter in their operations. . 4Part B: Five soft HRM practices There are more benefits than costs of the soft approach taken by Toyota as going to be explained in detail below. Team work is promoted at Toyota and this is a very important aspect in the operations of any organisation. It promotes the creation of new ideas which can positively contribute to the overall performance of the organisation. Re spect for people is another good approach used at Toyota where the employees are treated as valuable assets to the organisation as a whole. Conflicts which can be counterproductive are minimised. Creativity and innovation are also encouraged and this approach is very good given that the knowledge of the employees is constantly developed. The organisation is in a position to operate viable which can also contribute to its productivity. The other soft approach is stable employment which makes it easier for Toyota to retain talented and skilled workers. The organisation does not waste money through constant recruitment of employees. The other approach is increased support for balancing work with childcare. This improves employee commitment to the organisation which makes them productive. Their satisfaction with the job is also improved. However, this can be costly to the organisation given that it may be paying people who are not productive while attending to their children. However, teamwork, respect for people as well as creativity and innovation are very important during the current period. Workers are developed to the extent that they can keep pace with the constant changes taking place in the environment. 2. 0 Harvard Model of HRM According to information obtained from the following website , (2011), the Harvard Model of HRM is â€Å"based on an analytical approach and provides a broad causal depiction of the determinants and consequences of HRM policies. † From this assertion, it can be noted that the HR policies are influenced by situational factors that are either within the organisation or in the external environment. These factors ought to be taken into consideration in order to enhance the effectiveness of the organisation in the long run. This model tries to map the factors that can be taken into consideration with regards to employee effectiveness. This model can be illustrated diagrammatically as shown below. Secondary source: . 2. 1. 1Towards defining HRM HRM is a system of philosophies, policies, programmes, practices and decisions that affect the attitude, behaviour and performance of the organisation so that they are satisfied, perform and contribute to the organisation towards the achievement of its goals (Amos et al, 2008). As can be noted in the case of Toyota, the organisation has put measures in place hat are meant to ensure that the interests of the employees are given priority so that they can put optimum effort in their performance. HRM can also be simply defined as the process of dealing with the issues related to human capital such as recruitment, training and development, addressing the employees’ grievances as well motivating the staff among other factors (Robbins, 1993). 2. 1. 2 Goals of HRM This is a twofold process where there is need to fulfil the needs of the employees while at the same time addressing the needs of the organisation in a balanced way. These two aspects are interrelated hence one should not be compromised for the benefit of the other as can be noted in the case of Toyota. 2. 1. 3 HRM theories Douglass McGregor (1960) proposed that managers have personal theories regarding the nature of people at work which become the cornerstone of management of their behaviour (Robbins, 1993). He proposed two distinct views of human beings: one basically negative, labelled Theory X and the other basically positive Theory Y. Theory X Under Theory X, the assumption is that employees dislike work, are lazy, dislike responsibility and must be coerced to perform (Robbins, 1993). This theory suggests that people ought to be threatened with punishment in order to achieve the organisational goals. This approach is usually taken by managers who are more concerned with performance of the employees as well as productivity of the organisation as a whole. This theory is characteristic of the hard approach to HRM where there is little concern for the welfare of the employees since priority is given to the productivity of the organisation. This theory is not applicable to the case of Toyota. Theory Y In contrast to the negative views of human nature, McGregor assumes that employees like work, are creative, seek responsibility and can exercise self-direction (Robbins, 1993). If the people are committed to the objectives, they can have self direction and control and this approach is based on the soft philosophy of HRM. This approach is employee oriented given that there are measures in place that are meant to satisfy the needs and interests of the employees. This is the approach taken by Toyota whose operations are guided by two pillars namely: continuous improvement and respect for people. This emanates for the belief that people can put optimum effort in their operations if they are treated like valuable assets to the organisation. Contingency approach This approach also forms the theoretical perspective of HRM in that it suggests that leadership behaviour is subject to the situation in which the leader and follower find themselves in (Amost et al, 2008). The aspect of behaviour is prioritised since it characterises the nature of the human being. Likewise, the behaviour of the people is shape by various factors hence there is need for the HRM to take into consideration these factors in order to contribute meaningfully to the operations of the organisation. 2. 2 HRM strategies In brief, a strategy is a long term decision that is meant to improve the competitiveness of the organisation through adding value to its operations (Werner, 2005). Toyota seeks to create sustained competitive advantage through adding measurable value to the organisation by virtue of prioritising the needs of the employees. The two HRM strategies used by Toyota include the following: respect for people and effective team work. 2. 3 1 Continuous improvement and respect for people: There is a strong belief at Toyota that the employees are the organisation’s most valuable assets. If the needs of the people are met, they are also likely to be satisfied which motivates them to put optimum effort in their performance. This is the driving philosophy behind the organisation’s soft approach to its HRM processes. 2. 3. Effective teamwork and individual efforts: This is another strategy used by Toyota where teamwork is promoted in order to enhance the effectiveness of the organisation. Through teamwork, knowledge is easily generated and shared among the employees and this is very important in the performance of the organisation as a whole given that the employees are better positioned to keep pace with the changes obtaining in the environment through constant development of their skills and competenc ies from the knowledge they gain from the other employees. All hese strategies are supported by good communication within the organisation. Over and above, it can be noted that the soft and hard philosophies of HRM are applied to organisations in varying contexts given that these oppose each other. As noted, Toyota uses the soft approach in its operations with regards to human resources management. As discussed above, the advantages of this strategy outweigh the disadvantages hence it is recommendable for Toyota to keep this strategy since it significantly contributes towards the overall performance of the organisation as a whole. 3. References Amos, TL et al 2008, Human Resources Management, 3rd Edition, JUTA, CT. Grobler, P Et al 2006, Human Resource Management, 3rd Edition, Thompson Learning, London. Hall, J 1988, Managerial philosophy: The cornerstone of managerial competence, Woodstead Press, Woodlands. Harvard Model of HRM, 12 November, 2011, viewed 12 November, 2011, . The Harvard Map of HRM, 2008, Viewed 12 November, 2011, . Robbins, SP 1993, Organisational behaviour: Concepts, controversies and applications. 6th Edition. Prentice Hall, NJ. Werner, H et al 2003, Organisational behaviour, Van Shaik Publishers, Pretoria. Human Resource Management free essay sample In this case, the company simply has to commit to the task if they want to avoid unqualified interviewees. The second method is to try to plan the company’s hiring beforehand. Instead of advertising vacant positions to the whole supply of labor, the company can choose to hire from more â€Å"elite† sources. For example, the company can choose applicants exclusively from internal employees or referrals from current employees. In the former case the company already knows the applicants’ abilities; and in the latter case since current employees know first-hand what is needed in applicants their referrals will be at least better than average. Certainly there are some minor problems that needed to be solved but similar to the first method, the company just needs to weight the pros and cons and then commit to the plan. Above are two methods that can be of help to improve the quality of applicants. We will write a custom essay sample on Human Resource Management or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is inevitable that these methods are not without flaws; but if the company truly wants to relief interviewers of unqualified interviewees then they will find these methods perfectly implementable. Human resource management free essay sample Bachelor of Science (Singapore) HUMAN RESOURCE MANAGEMENT: STRATEGY AND POLICY (HRM2001S) STUDY GUIDE BSc20 FT / Singapore Copyright August 2013 1 Author: Dipan K Mehta (2013) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme.  © This publication may not be reproduced, in whole or in part without permission from University College Dublin. Module Co-ordinator: Dipan K Mehta Email: dipan. [emailprotected] com 2 TABLE OF CONTENTS PAGE WELCOME MESSAGE 4 1. INTRODUCTION 5 a. Background details b. Module aims c. Programme Goals 2. MODULE OUTLINE a. Module learning outcomes b. Themes and topics c. Learning materials 3. MODULE DELIVERY SCHEDULE a. Session arrangements b. Student engagement c. Office hours arrangements 4. ASSESSMENT DETAILS a. Assignments b. Module assessment components i. Assignment 1 ii. Assignment 2: Individual Project iii. Examination 5. GRADING a. University grading policy b. Grade descriptors for assessment components 6 6 8 9 9 10 14 24 24 26 26 27 27 26 26 29 30 31 31 32 6. CONCLUDING COMMENTS 35 APPENDICES 36 3 WELCOME MESSAGE There are several purposes of studying HRM. We will write a custom essay sample on Human resource management or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Human resource strategies are frequently seen as the key to the achievement of business objectives, to keep the companies competitive. The complex and rapidly changing environment have produced a sense of turbulence and uncertainty in business life. The adaptability of organisations has never been more important. The way the human resource is used strategically to achieve business or organisational objectives is the focus of this module. Business or organisational strategy may be described as the attempt to find ways to position the business or organisational objectives. This is achieved through maximising the present and future use of the organisation’s capital and human assets. The aim of the course is to provide students with an appreciation of the human resource management function so that they can understand the interaction between HRM and the business strategy. Should you require clarification on any matter pertaining to the module, please do not hesitate to contact me. Dipan K Mehta Module coordinator 4 PART 1: INTRODUCTION This Study Guide is designed to provide you with details of this module, the learning outcomes, delivery and assessment arrangements. The Study Guide consists of 6 parts. Part 1 gives background details to the subject area are provided and the broad aims of the module are set out. Part 2 consists of the module outline. In this part the (a) module learning outcomes, (b) the themes and topics to be explored are explained along with the (c) learning supports to be used. Part 3 gives details of the module delivery arrangements. It sets out the session arrangements and the expectations in relation to your prior preparation and student engagement. Part 4 provides details of the assessment techniques used in this module explaining the assessment components, their rationale. Part 5 explains the UCD grading policy and grade descriptors drawing on the university document are given for each assessment component (i) Assignment 1, (ii) Assignment 2 and (iii) Examination (closed book). Part 6 presents the concluding comments. 5 Background Details a. Background to the Topic This module will provide students with an introduction to the management of human resources. Among the areas covered are: ? human resource management (HRM) in context; ? human resource management and how it can be distinguished from traditional personnel management; ? the flexibility debate; ? human resource planning; ? recruitment and selection; ? reward and performance management; ? the management of change and communication and topical issues in HRM including human resource management in small businesses and strategies for retaining staff. The module provides for the blending of its theory and practice contents with the collective workplace experiences of the participants. To this end participants will be expected to contribute critical reflection on their workplace experiences along with collaborative interpretation of such experiences in both classroom and study group settings. Advance preparation for classes and workshops will be an important feature, with readings and questions for reflection assigned at the commencement of the semester. b. Module Aims The aim of this module is to provide students with an overview of the theory and practice of Human Resource Management. This module focuses on a strategic perspective wherein the HRM function supports an organisation’s business strategy with appropriate HRM policies and practices. The module draws on student prior learning and work experience and combines insights from strategy, international trade and investment theory, human resource management and other areas. The assessments in the form or written assignments and examination will cover the entire holistic perspective of human resource management. 6 Module Aims Human Resource Management is specifically designed to provide students with a sound theoretical and practical knowledge of all the key business-related areas in human resource management. This Programme equips students with the skills to apply scientifically-based techniques to work-related problems. Students learn to apply skills in human resource management, people soft skills, employee relations, international management, business strategy and human behaviour. This module also surveys the concepts and practices in the major functions of human resource management. Topics include human resource forecasting, human rights, recruitment and selection, training and development, performance appraisal and compensation, job analysis, work conditions ergonomics, employee safety and health, labour relations, international aspects of HRM. The course attempts to provide an insight into managing employees in general and as an overall management philosophy and also as a functional area of management in the new legal, financial, social and managerial systems. The module will also examine the influence of international organisations and international arrangements in particular countries and on the employment practices of multinationals. The module will give particular attention to the practice of human resource management in international companies, and the challenges facing such companies in managing human resources across national borders. The assessment tasks for this module have been designed with this in mind as detailed later in the study guide. 7 Programme Goals Programme Title: Bachelor of Science Singapore (HRM2001S) Programme Goals Programme Goal Learning Outcome HRMSP Management specific knowledge Explain current theory/practice in HRM X Apply business models and steps stages of HRM practices X Demonstrate knowledge of and the usefulness of quantitative techniques and controls in HRM Business Communication Short business presentation (written / oral) Research and analyse specific HRM case studies / problems / topics and write a concise report detailing the findings and recommended actions X Locate information sources to facilitate the completion of research on HRM practices. X Personal development / reflective learning Engage in module-related team activities within and outside class X Explain the essence of organization behaviour pertinent to business managers and how they may apply in the workplace environment X Global / multi cultural / diversity perspectives Identify the main factors and variables that influence multinational entities’ business operations in HRM X Recognize ethical and social responsibility issues that affect and impact HRM X Examine ethical and legal implications of managerial decisions and their effect HRM X Strategic thinking Identify business opportunities/problems and develop alternative solutions, taking account of possible consequences (intended or unintended) Evaluate qualitative and quantitative data from multiple perspectives paying attention to HRM issues Analyze developments in key business sectors and comment critically on a firm operating in the sector X 8 PART 2: MODULE OUTLINE Module Title: Human Resource Management: Strategy and Policy Module Code: HRM2001S No. of ECTS: 10 Module Learning Outcomes On completing this module, students will be expected to be able to: i. Demonstrate an ability to critically discuss contents of the module and illustrate how the course concepts are applicable in the workplace. ii. Discuss the concept of HRM and how it differs from previous methods of managing employees. iii. Demonstrate a knowledge and understanding of the challenges and responsibilities associated with human resource planning, recruitment and selection; reward systems and performance management. iv. Evaluate the interaction between HRM and the business strategy. v. Evaluate the interaction between HRM and the management of change. vi. Predict likely future developments and trends in the field of human resource management. Module Text: Fundamentals of Human Resource Management. R. A. Noe, J. R. Hollenbeck, B. Gerhart P. M. Wright, (2014). 5th Edition, McGraw-Hill, N. Y. Other References Fundamentals of Human Resource Management: Gary Dessler (2011). 2ndEdition. Pearson Higher Education. Human Resource Management. R. J. Stone, (2008). 7th edition, John Wiley Sons Australia, Queensland. 9 Themes and Topics Topic 1: Managing Human Resources 1. â€Å"It’s got to start with people! † Human Resource Management is more than pencilpushing and payroll—it can make or break the success of a company! 2. Human Resource Management (HRM) means the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance. 3. Managers and economists have traditionally seen HRM as an expense, rather than a source of value. Economic value is usually associated with capital such as cash, equipment, technology, and facilities. 4. Human Resource Management, however, can be valuable! Decisions about whom to hire, what to pay, what training to offer, and how to evaluate employee performance directly affects employees’ motivation and ability to provide goods and services that customers value. Topic 2: Trends in Human Resource Management 1. The early years of the 21st century have shaken the complacency of U. S. workers and forced them to take a fresh look at the ways they are working. 2. More than ever, organizations today must be able to respond creatively to uncertainty and change. 3. A few examples of the types of changes occurring in the workplace are presented. These changes are requiring adaptability from both the employer and the employee. 4. The creative responses to change and uncertainty presented help to illustrate the kinds of people and situations that are currently shaping the nature of human resource management today. Topic 3: Providing Equal Opportunity and a Safe Workplace 1. In the U. S. , the federal government has set some limits on how an organization can practice human resource management. 2. In Singapore, MOM (Ministry of Manpower) has guidelines that all business must adhere to, based on managing human resources. Also, TAFEP (Tripartite Alliance of Fair Employment Practices) have formulated best practices for managing human resources of which employers are encouraged to follow. 3. Among these limits are requirements intended to prevent discrimination in hiring and employment practices and to protect the health and safety of workers while they are on the job. 4. A company that skilfully navigates the maze of regulations can gain an advantage over its competition. Topic 4: Analyzing Work and Designing Jobs 1. Key elements and their consideration are at the heart of analysing work. 2. Through the process of work flow design, managers analyse the tasks needed to produce a product or service. 3. A job is a set of related duties. 4. A position is the set of duties performed by one person. 10 Topic 5: Planning for and Recruiting Human Resources 1. With a bigger workforce, an established company needs more creativity to avoid layoffs. 2. Trends and events that affect the economy also create opportunities and problems in obtaining human resources. 3. To prepare for and respond to these challenges, organizations engage in human resource planning, defined as identifying the numbers and types of employees the organization will require to meet its objectives. Topic 6: Selecting Employees and Placing Them in Jobs 1. Hiring decisions are about finding the people who will be a good fit with the job and the organization. 2. An organization’s decisions about selecting personnel are central to its ability to survive, adapt, and grow. 3. Selection decisions become especially critical when organizations face tight labour markets or must compete for talent with other organizations in the same industry. Topic 7: Training Employees 1. Training consists of an organization’s planned efforts to help employees learn jobrelated knowledge, skills, abilities, and behaviours, with the goal of applying these on the job. 2. A training program may range from formal classes to one-on-one mentoring and it may take place on the job or at remote locations. 3. No matter what its form, training can benefit the organization when it is linked to organizational needs and when it motivates employees. Topic 8: Managing Employees’ Performance 1. Performance management is the process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals. 2. The process of performance management requires knowing what activities and outputs are desired, observing whether they occur, and providing feedback to help employees meet expectations. 3. In the course of providing feedback, managers and employees may identify performance problems and establish ways to resolve those problems. Topic 9: Developing Employees for Future Success 1. Employee development is the combination of formal education, job experience, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. 2. Human resource management establishes a process for employee development that prepares employees to help the organization meet its goals 3. Organizations and their employees must constantly expand their knowledge, skills, and behaviours to meet customer needs and compete in today’s demanding and rapidly changing business environment 11 Topic 10: Separating and Retaining Employees 1. 2. 3. 4. 5. Research indicates that retaining employees helps retain customers and investors. Organizations with low turnover and satisfied employees tend to perform better. Employee turnover refers to employees leaving the organization. Involuntary turnover occurs when the organization initiates the turnover. Many organizations use the word terminated to refer only to a discharge related to a discipline problem, but some organizations call any involuntary turnover a termination. 6. When the employee initiates the turnover, it is voluntary turnover. Topic 11: Establishing a Pay Structure 1. From the employer’s point of view, pay is a powerful tool for meeting the organization’s goals. 2. Pay has a large impact on the organization such as: a. Affects employee attitudes and behaviours b. Influences which kinds of employees are attracted to and retained by the organization c. Can align employees’ interests with organizational goals d. Viewed as a sign of status and success 3. Pay is a major cost to organizations. Across all industries, pay averages almost onefourth of a company’s revenues. Topic 12: Providing Employee Benefits 1. As part of the total compensation paid to employees, benefits serve functions similar to pay. Benefits contribute to attracting, retaining, and motivating employees. 2. Different employees look for different types of benefits. 3. Employers need to examine their benefits package regularly to see whether they meet the needs of today. 4. Employers need to communicate effectively so that the benefits succeed in motivating employees. 5. Employees have come to expect that benefits will help them maintain economic security. 6. Even though many kinds of benefits are not required by law, they have become so common that today’s employees expect them. 7. Like other forms of compensation, benefits impose significant costs. On average, out of every dollar spent on compensation, 30 cents or more go to benefits. 12 Topic 13: Managing Human Resources Globally 1. The environment in which organizations operate is rapidly becoming globalized. 2. Factors behind the trend toward expansion into global markets include: a. Foreign countries can provide a business with new markets in which there are millions or billions of new customers b. Companies can set up overseas operations and operate them with lower labour costs c. Thanks to advances in telecommunications and information technology, companies can more easily spread work around the globe, wherever they find the right mix of labour costs and abilities. d. Global activities are simplified and encouraged by trade agreements among nations 3. The various demands of international activities require managers to understand HRM principles and practices in global markets Topic 14: Creating and Maintaining High-Performance Organizations 1. High-performance work systems – the combination of people, technology, and organizational structure that makes full use of the organization’s resources and opportunities in achieving its goals. 2. To function as a high-performance work system, an organization needs the right people, technology, and structure. 3. According to research, organizations that introduce high-performance work practices usually experience increases in productivity and long-term financial performance. 4. Creating a high-performance work system contrast with traditional management practices. Recently, managers have realized that success depends on how well the elements work together rather than considering the elements as separate, unrelated items 13 Learning Materials For this module, please read the assigned chapters in the prescribed text and the additional readings assigned (see list below). TOPIC 1 Objectives Synopsis of Topic Managing Human Resources 1. Define human resource management and explain how HRM contributes to organization’s performance. 2. Identify the responsibilities of human resource departments. 3. Summarize the types of skills needed for human resource management. 4. Explain the role of supervisors in human resource management 5. Discuss ethical issues in human resource management 6. Describe typical careers in human resource management This introductory chapter provides students with foundations of Human Resource Management. Human Resource Management (HRM) means the policies, practices, and systems the influence employees’ behaviour, attitudes and performance. This chapter discusses the practices of HRM which include the analysis and design of work, recruiting, selection, training and development, performance management, compensation, employee relations, and strategic support for organizational strategy. HRM does not exist in a vacuum; it should be integrated into all strata of the organization. This chapter discusses a variety of internal and external considerations of HRM, including the responsibilities of an HRM Department, the skills of HRM professionals, and the ethics of HRM. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 1, 2, and 3 (Noe, et al. , 2014, p. 21) TOPIC2 Trends in Human Resource Management Objectives Video – Creative Corporation 1. Describe trends in the labour force composition and how they affect human resource management. 2. Summarize areas in which human resource management can support the goal of creating a high-performance work system. 3. Define employee empowerment and explain its role in the modern organization. 4. Identify ways HR professionals can support organizational strategies for quality, growth, and efficiency. 5. Summarize ways in which human resource management can support organizations expanding internationally. 6. Discuss how technological developments are affecting human resource management. 7. Explain how the nature of the employment relationship is changing. 14 8. Discuss how the need for flexibility affects human resource management. Synopsis of Topic This chapter provides students with knowledge of the environment of Human Resource Management. This chapter will present trends in the labour force and it will explain the internal labour force (an organization’s workers) and the external labour market (individuals who are actively seeking employment). Students will read about how the workforce is becoming older and increasingly diverse. Students will acquire an understanding of skill deficiencies in the workforce and they will learn how HRM can address those deficiencies. The chapter will discuss how HRM can help organizations become highperforming, and the benefits of empowering employees. HRM is a strategic partner during other changes that are occurring in the business environment, including mergers and acquisitions, and technological changes. Lastly, the chapter will present the change in the employment relationship, where organizations expect employees to take more responsibility for their own careers, from seeking training to balancing work and family. Employees, in turn, seek flexible work schedules, comfortable working conditions, control over how they accomplish their work, training and development opportunities, and financial incentives based on corporate performance. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 1, 3 and 4 (Noe, et al. , 2014, p. 51) TOPIC3 Providing Equal Opportunity and a Safe Workplace Objectives Case Study, See Topic 02 Video – Hotjobs. com 1. Explain how the three branches of government regulate human resource management. 2. Summarize the major federal laws requiring equal employment opportunity. 3. Identify the federal agencies that enforce equal employment opportunity and describe the role of each. 4. Describe ways employers can avoid illegal discrimination and provide reasonable accommodation. 5. Define sexual harassment and tell how employers can eliminate or minimize it. 6. Explain employers’ duties under the Occupational Safety and Health Act. 7. Describe the role of the Occupational Safety and Health Administration. 8. Discuss ways employers promote worker safety and health. Synopsis of Topic This chapter provides an overview of the ways governmental bodies regulate equal employment opportunity and workplace safety and health. It introduces 15 major laws affecting employers in these areas as well as the agencies charged with enforcing those laws. The chapter discusses ways organizations can develop practices that ensure they are in compliance with the laws. This chapter will provide guidance on avoiding certain illegal or inadvisable practices. It introduces ways to think more creatively and constructively about fair employment and workplace safety. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 1 and 2 (Noe, et al. , 2014, p. 85) TOPIC 4 Analyzing Work and Designing Jobs Objectives Case Study, See Topic 03 Video – Working through a Medical Crisis 1. Summarize the elements of work flow analysis. 2. Describe how work flow is related to an organization’s success. 3. Define the elements of a job analysis and discuss their significance for human resource management. 4. Tell how to obtain information for a job analysis. 5. Summarize recent trends in job analysis. 6. Describe methods for designing a job so that it can be done efficiently. 7. Identify approaches to designing a job to make it motivating. 8. Explain how organizations apply ergonomics to design safe jobs. Synopsis of Topic This chapter discusses the analysis and design of work and, in doing so, lays out some considerations that go into making informed decisions about how to create and link jobs. The chapter begins with a look at the big-picture issues related to analyzing work flow and organizational structure. The discussion then turns to the more specific issues of analyzing and designing jobs. Traditionally, job analysis has emphasized the study of existing jobs in order to make decisions such as employee selection, training, and compensation. In contrast, job design has emphasized making jobs more efficient or more motivating. However, as this chapter shows, the two activities are interrelated. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 1, 4 and 5 (Noe, et al. , 2014, p. 113) Case Study, See Topic 04 Video – Working smart 16 TOPIC 5 Objectives Planning for and Recruiting Human Resources 1. Discuss how to plan for human resources needed to carry out the organization’s strategy. 2. Determine the labour demand for workers in various job categories. 3. Summarize the advantages and disadvantages of ways to eliminate a labour surplus and avoid a labour shortage. 4. Describe recruitment policies organizations use to make job vacancies more attractive. 5. List and compare sources of job applicants. 6. Describe the recruiter’s role in the recruitment process, including limits and opportunities Synopsis of Topic This chapter explores how organizations carry out human resource planning. At the beginning, the chapter identifies the steps that go into developing and implementing a human resource plan. Each subsequent section of the chapter has a focus on recent trends and practices, such as downsizing and outsourcing, which are prevalent to human resource management. Throughout the remaining sections, an exploration into the recruiting process will be undertaken. At the end of the chapter, a discussion will be presented on the role of human resource recruiters. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 3, 4 and 5 (Noe, et al. , 2014, p. 145) TOPIC 6 Selecting Employees and Placing Them in Jobs Objectives Case Study, See Topic 05 Video – Balancing Act: Keeping Mothers on a Career Track 1. 2. 3. 4. 5. 6. 7. Identify the elements of the selection process. Define ways to measure the success of a selection method. Summarize the government’s requirements for employee selection. Compare the common methods used for selecting human resources. Describe major types of employment tests. Discuss how to conduct effective interviews. Explain how employers carry out the process of making a selection decision Synopsis of Topic This chapter explores ways to minimize errors in employee selection and placement. It starts by describing the selection process and how to evaluate possible methods for carrying out that process. The chapter then takes an indepth look at the most widely used methods such as applications and resumes, employment tests and interviews. The chapter ends by describing the process by which organizations arrive at a final selection decision Assigned Discuss Review Questions. Questions Nos. 2 and 3 (Noe, et al. , 2014, p. 174) 17 Reading/ Exercises Case Study and Videos TOPIC 7 Objectives Case Study, See Topic 06 Video – Using Interviews to Recruit the Right People Training Employees 1. 2. 3. 4. 5. 6. 7. 8. Discuss how to link training programs to organizational needs. Explain how to assess the need for training. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. Describe training methods for employee orientation and diversity management. Synopsis of Topic This chapter describes how to plan and carry out an effective training program. It begins with a discussion on how to develop effective training in the context of the organization’s strategy. Next, the chapter discusses how organizations assess employees’ training needs. It then reviews training methods and the process of evaluating a training program. The chapter concludes by discussing some special applications of training orientation of new employees and the management of diversity Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions Nos. 2 and 3 (Noe, et al. , 2014, p. 207) TOPIC 8 Managing Employees’ Performance Objectives Case Study, See Topic 07 Video – Johnson Johnson eUniversity 1. Identify the activities involved in performance management. 2. Discuss the purposes of performance management systems. 3. Define five criteria for measuring the effectiveness of a performance management system. 4. Compare the major methods for measuring performance. 5. Describe major sources of performance information in terms of their advantages and disadvantages. 6. Define types of rating errors and explain how to minimize them. 7. Explain how to provide performance feedback effectively. 8. Summarize ways to produce improvement in unsatisfactory performance. 9. Discuss legal and ethical issues that affect performance management Synopsis of Topic 18 This chapter examines a variety of approaches to performance management. It begins by describing the activities involved in managing performance and then discusses the purpose of carrying out this process. Next, the chapter identifies specific approaches to performance management, including the strengths and weaknesses of each approach. It also looks at various sources of performance information. The next section of the chapter explores the kinds of errors that commonly occur during the assessment of performance as well as ways to reduce those errors. Then, the chapter describes ways of giving performance feedback effectively and intervening when performance must improve. Finally, it summarizes legal and ethical issues affecting performance management. Assigned Reading/ Exercises Case Study and Videos Discuss Review Questions. Questions No. 4 (Noe, et al. , 2014, p. 241) TOPIC 9 Developing Employees for Future Success Objectives Case Study, See Topic 08 Video – Now Who’s Boss 1. Discuss how development is related to training and careers. 2. Identify the methods organizations use for employee development. 3. Describe how organizations use assessment of personality type, work behaviours, and job performance to plan employee development. 4. Explain how job experiences can be used for developing skills. 5. Summarize principles for setting up successful mentoring programs. 6. Tell how managers and peers develop employees through coaching. 7. Identify the steps in the process of career management. 8. Discuss how organizations are meeting the challenge of the â€Å"glass ceiling,† succession planning, and dysfunctional managers. Synopsis of Topic This chapter explores the purpose and activities of employee development. The chapter begins by discussing the relationships among development, training, and career management. Next, it looks at development approaches, including formal education, assessment, job experiences, and interpersonal relationships. The chapter emphasizes the types of skills, knowledge, and behaviours that are strengthened by each development method, so employees and their managers can choose appropriate methods when planning development. The third section of the chapter describes the steps of the career management process, emphasizing the responsibilities of employee and employer at each step of the process. The chapter concludes with a discussion of special challenges related to employee development – the so-called glass ceiling, succession planning, and dysfunctional managers. Assigned Discuss Review Questions. Questions No. 3 (Noe, et al. , 2014, p. 273) 19

W Hotels Marketing Efforts in Hong Kong

W Hotels Marketing Efforts in Hong Kong Free Online Research Papers Impact of financial crisis on W Hotel’s marketing in Hong Kong Introduction With a central location in East Asia and with a rapidly growing Mainland China, the Hong Kong Special Administrative Region (H.K.S.A.R) is an international business, trade and financial hub. (Hong Kong Tourism Broad) According to the global finance crisis affect to Hong Kong‘s economic, the GDP in Hong Kong a lower. Because this crisis is affect to the whole world. (Hong Kong Government Wed Site www.gov.hk/en/about/abouthk/index.htm)) In tourism industry, Hong Kong also faces to the same affect. Hong Kong tourism association took many promotions to attract more tourist come to Hong Kong. In fact, some hotels increase the room rates in this finance crisis. Excluding the Disneyland Hotel, W Hotel is one of new brand to increase the room rate. W Hotel opened until now already had half year. W Hotel goes into detail in analyzing W hotel wrote this paper it’s marketing to identify how this hotel has coped with the financial crisis. Statement of objectives 1. To explain what is the key issues of the critical analysis. 2. To find the information about W hotel Hong Kong nowadays the influence reasons. 3. To integrate the W Hotel’s marketing analyses and summarise what is already known and update the information? this part shouldn’t be in a research paper.. Background Hong Kong, Nobody does not know that Hong Kong are famous the paradise of Food, splendid Hotels, cheap and impartial Shopping places in the world. Hong Kong is crossovers Chinese traditional and England freedom and civilization styles. Ever Hong Kong is very small city but no one can find a place like Hong Kong in the world. Undergo by the SARS virus. Hong Kong gave a message to the world that â€Å"Hong Kong people are never giving up and full of unite spirit†. Ever the environment is so bad; the economic is not good Hong Kong government always supports Hong Kong Hotel and Tourism a lot recently 10 years. Tourism and Hotel become the image in Hong Kong. Hong Kong Hotel and Tourism are the biggest incomes in Hong Kong. (Hong Kong Government Wed Site www.gov.hk/en/about/abouthk/index.htm)The most important target of customers come from 40% China, 20% Japan, 10%, Russian, 20% Europe, 5%U.S.A and 5% the other. (Hong Kong Census and statistics department) Unfortunately, the World financial crisis has bought many disastrous influences to Hong Kong. Nowadays Hong Kong Hotel is confronting a strong a large financial crisis impact. Hong Kong Hotel and tourism are facing to the society financial calamity. W Hotel puts the promotion time longer until January, 2009 to give more people to know this new band in Hong Kong and used up grate the room rate per day until the average room rate. (Money Magazine (2008) Spotlight W Hotel to attentive Wow culture) W Hotel is a sister hotel by Starwood company W is just a hotel brand of Starwood. The first W Hotel built in LA since 1998, until today W Hotel have 26 hotels in the world. (W hotel web site) W Hotel used new concept to run the hotel business. W Hotel put the old management methods away. They are focusing the watching until the smelling. W Hotel would like to give the guest many Extreme WOW feeling. In this hotel even in the financial crisis but still throw much money to attract the customer s. Who uses the new create, from the back to the front 360 degree create change concept. W Hotel the name came from â€Å"WOW†, it would like to give many surprises to the customers. (Money Magazine (2008) Spotlight W Hotel to attentive Wow culture) In the financial crisis, is it effective for following by create changes hotel? How is W Hotel the plan, How to be success in this crisis. Is it the time to give the Hong Kong hotels change or develop for their methods of the operation? What is the new target market for the W hotel? Section Outline Hong Kong is a especial and small city. However, it is famous on finance and tourism. Hong Kong the most important income is from Hotel and Tourism. Facing to the international financial crisis, Hong Kong hotel and tourism business are facing to the large crisis. How can the hotel business come out by this large crisis? Chapter 1 What is the challenges W Hotel Hong Kong face? W Hotel is a growth increase hotel in Hong Kong. However, W Hotel has face to many challenges. Such as finance crisis, the other competitors and the management concept. Firstly, Hong Kong is a one of the best finance centreS in the world, but face to finance crisis influence Hong Kong started to decrease in every industry. W Hotel has to solve the international finance crisis influence the people do not want to travel or the people will choose the low standard hotel. (Hong Kong Tourism Broad) It can be force on three –four stars hotels. â€Å"Growth is pure oxygen,† states one manager executive. â€Å"It creates a vital, enthusiastic corporation where see genuine opportunity†¦ In the way growth is more than our single most important financial driver; it’s an essential part of our corporate culture.† (David Bowie 2004). W Hotel Hong Kong located in Kowloon city but in there has many 4-5 stars hotels. If W Hotel cannot continue to create many new ideas, W Hotel Hong Kong will come to the danger moment. So W Hotel must be creating more new idea and services. W Hotel Hong Kong has a very good new management concept. However, this concept cannot keep for a long time. Ever this concept can pass to the time trial. However, how many HOWEVER does he use? it also has to refresh the concept. W Hotel can be creating the new idea basic on the empowerment method to develop the hotel. Chapter 2 what is the marketing segmentation of W Hotel in Hong Kong? W Hotel Hong Kong is a new band in Hong Kong hotel market and opened in August of 2008. Unfortunately, W Hotel Hong Kong has to face the finance crisis. According to Hong Kong is one of important financial center in the world. (Hong Kong Government Census and Statistics Department) Nevertheless, W Hotel has to increase the room rate at this moment. (Money Magazine (2008) Spotlight W Hotel to attentive Wow culture)Ever finance crisis brought out a lot of traveler in Hong Kong. (Hong Kong Government Census and Statistics Department)Since November2008 W Hotel Hong Kong based on the room rate from 1650 HKD increase the price 100 HKD each month until it reached 3,200 HKD. Amazingly the room occupancies increase to 98% within the financial crisis, this can be due to W Hotel’s 4P marketing for the marketing segmentation can be force on target marketing, 4P’s, and life- cycle stage ( W Hotel Hong Kong customer and communication department). For the target, marketing W Hotel Hon g Kong is attractive to the Chinese family traveler, young people, businessperson and the Europe tourist.(Money Magazine (2008) They like the art design, new hotel concept, and the surprisingly of high quality service. Tourist would like to enjoy the W Hotel’s organization the different of events. In the 4P’s of W Hotel Hong Kong, Pieces W Hotel increased their prices with the same quality of service, however they were still reasonably priced for that area. W Hotel has a lot of new create thing such as, new service skills, new management process, new F B process†¦.else. Place- W Hotel Hong Kong located in Kowloon city. W Hotel near be the MTR station, bus stop, from Hong Kong international airport only 35mins. W Hotel is a very comfortable location beside of the hotel has many big shopping centers, many tourism locations and more than 200 restaurants service different kind of food. W Hotel is mix with entertainment and convenience. In fact, there also have a lot for high quality restaurant, comfortable tourism point and a lot or large shopping mall. In that location also has, nine other hotels are surrounding W Hotel. Such as InterContinental Grand Hong Kong, InterContinental Hong Kong, Kowloon Shangri-la Hotel, Langham Hotel, The Luxe Manor, Marco Polo Hong Kong Hotel, Nikko Hong Kong Hotel, Peninsula Hotel, Royal Garden Hotel.(Hong Kong Hotel Web site hotelhk.com/index_eng.php) W Hotel has to face those famous bands hotel and the financial crisis the stress is not easy. Luckily, W Hotel is using the create concept to be the image and deeply to communication with the customers, this all are talk about the emotion to interflow. In fact, many hotels also put the customer in the first important. However, W Hotel can have 360degrees feedback section for all the staffs and the touching by the department place. Those effective concepts to make W Hotel increase the occupancy in the financial crisis. In the financial crisis ever hurt the Hong Kong Business deeply but W Hotel can use the comment and the feedback for the guest to development for W Hotel. This is a good management to improve the hotel, ever facing the crisis W Hotel still can attractive the large customers to come. Product- W Hotel opened in August 2008 and is a new hotel to the area. Starwood hotel group for many years has been very popular around the world. In the future, W Hotel group when did W hotel become a hotel group? has six hotels will open in China. It will become a new biggest hotel group in the world. W Hotel has a lot of high standard Service knowledges. the example by I money magazine 17/3/2009 In Maldives W Hotel have a Housekeeping talent (Staff called by W Hotel) heard that the customer did not know the W hotel in Maldives has fitness room, so the customer forgot to bring the sports shoes When the talent was cleaning the room. Then that talent after finished the room cleaning and wrote down the customer’s shoes size. He called to his f riend to help him to buy a 10-size sports shoe. Six hours later, the shoes transfer from the other inland to send to the hotel. That talent packing it like a present then sent to that guest room and wrote, â€Å"I hope you enjoy the running experience.† on the card. The result is that customer was extremely happy. The other case happening in Hong Kong W Hotel, one day the talent comes to the guest room for clean. The guest was in the room and settled her things because she went to shopping for a hold day. The talent discovered that the customer was feeling pain from her back. Then the talent after cleaned the room. Then he went to the shopping mall to buy a relieve cream and transfer from other staffs to give her. According to those cause, W Hotel can allow to manage the happen by talent. After the happen the talent no need to report to the department head. (I money magazine 17/3/2009) 5, Wow Vows W Hotel help the customer to create and organize the Webbing event service, Bac helor party and the bridal shower†¦Ã¢â‚¬ ¦to give the customer to have a surprised and high quality services experience. Moreover, the last expound is P.A.W. it means W Hotel can also create a difficult experience such as â€Å"Pet are Welcome† W Hotel create a lot of menu for the pet and many difficult facilities for the pet. In W Hotel the most important is creating and audacious blaze new trails. However, it must be polite way. W hotel has the new concept can be interest many customers in the world. Promotion- W hotel Hong Kong is a new brand but many events are organize in there. This is a very effective promotion to attractive more different styles customer. For example: W Hotel promoted the spa-rty, it means customer can have a event in the spa area. Customer also can order the champagnes and the music. In fact, this style of service in U.S.A. was very popular. Nevertheless, for the Hong Kong this is a new market. Many companies will organizer many different party or event to promote their product. (By Hotel Hong Kong official web site) W Hotel Hong Kong has very good marketing communication program, called its promotion mix. By the Advertising, W Hotel can have many advertising in TV Channel did they do it in HK?, Newspaper, Magazines and Online sale and Wed Site agents. According to W Hotel report in those methods for advertising, the most successful is Online sale and Wed site agents advertising. In the Financial crisis, online sale is the cheapest way to promo W Hotel. W Hotel also used Public relation for the other promotion point. Base on W Hotel is a sister hotel by the Starwood Hotel W Hotel is the hotel brand under Starwood, not a sister hotel of starwood !!!!!!. They have very close relationship. It can easy to development a good corporate image, and handling or heading off unfavorable rumors, stories, or event. (Marketing in Hospitality Tourism) In the financial crisis, W Hotel can use the low prices for the promotion. It is a ver y important reason; W Hotel can increase the profit by the low cost promotion. Finally, for the Life- cycle- Life-cycle is a person’s pattern of living as expressed in his or her activities, interest, and opinions. (Marketing Hospitality and Tourism) W hotel Hong Kong ever though is a new hotel in Hong Kong. By the way, W Hotel Hong Kong still has to send the time to growth up. In the product life cycle, W Hotel W Hotel or W Hotel Hong Kong? should be in growth selection. W Hotel should have a good future for development in hotel industry. Chapter 3 Quality guest service in W Hotel Hong Kong W Hotel Hong Kong is a five stars standard hotel. There have many different facilities in this hotel. Guest service is the area the demands the most from service personnel, involving conduct, self-discipline, and an ability to empathize. Your concern for the welfare of your guests clearly indicates your level of professionalism: to provide quality service, you must assume responsibility for your guests’ enjoyment of their dining experience. (Professional table service) The most pounds of that in W Hotel Hong Kong has the highest swimming pool in Hong Kong. This swimming pool located in W Hotel 76 floors. Customer can see the hold Victoria Harbor view in the swimming pool. (I Money magazine) W Hotel Hong Kong always emphasizes the staffs have to communication with the customers. Ever the kitchen chef also has to chat with the guest every day. Base on W Hotel restaurant the Kitchen Chef Chris said before service to customers, he will chat with the customers first, In the communication Chris can follow the customers daily eating habit to cook some special food. There has a case is a woman; she does not like to eat meat and egg. This woman does not have too much chosen in the other restaurants. She just can eat nearly the same food in the other restaurants. Base on this case Chris helps this woman to make some especial food. This woman comes to W hotel nearly five times a week. (I Money magazine) W Hotel will follow by the customer the habit to create the especial food You’ve mentioned already In W Hotel the conference room, the staffs will put some small toys on the table to give the guest to keep the sprite for the meeting in the conference room. (I Money magazine) Conclusion W Hotel Hong Kong is a sister hotel with Starwood hotel company. 2008 the world finance crisis was coming. Unfortunately, W Hotel Hong Kong opened on this worst moment. In Fact, W Hotel Hong Kong used three months to use the promotion package price to try the Hong Kong market. Then W Hotel Hong Kong consulted the location hotel average to increase the room rates. W Hotel is following the future behaviour, empowerment concept to attractive the customer come to W Hotel and the communication system is very good. W Hotel can easy to catch the guest need. W hotel can be increase in Hong Kong. W Hotel Hong Kong always emphasizes the staffs (talents) have to communication with the customers. (I Money magazine) Recommendation W Hotel can be the best hotel in the world in future. They used the new concept in hotel management. Base on the financial crisis, the new business management concept can be appearing. W Hotel can be the pioneer by this financial crisis. In hotel industry, the most important is communication. If the hotel does not communication with the customer, it does not have way to improve the standard. W Hotel is following by On-trend. W hotel seek the life and tide develop. W Hotel also needs the staff has culture, art, film, dance, and fashion knowledge. (I money magazine) This is very important in the hotel industry because the staff has to face many different customers every day. Base on that knowledge, staff can must easy to communication with whole customer. References Jickling Mark (2009), Causes of the financial crisis, Ed UK (Accessed 1-3-2009 online journal) Chari V.V.. Lawrence Christian, and Patrick J. Kehoe (2008), Facts and myths about the financial crisis, 2nd Ed (Accessed 1-3-2009 online journal) Mako William P., Chunlin Zhang (2007), Contemporary Studies in Economic and Financial Analysis emeraldinsight.com/10.1016/S1569-3759(07)00004-6 (Accessed 22-2-2009 online journal) Cheung Catherine, Rob Law, Determinants of tourism hotel expenditure in Hong Kong (2008), 2nd Ed (Accessed 24-2-2009 online journal) Law Rob, Catherine Cheung and Ada Lo (2008) Researching the relevance of profiling travel activities for improving destination marketing strategies, 3rd Ed Hong Kong. (Accessed 26-2-2009 online journal) Desiree Flanary and Amanda Repert, Starwood Product Story: New Brands and New Ideas 2nd Ed (Accessed 25-3-2009 journal) I Money Magazine (2008) Spotlight W Hotel to attentive Wow culture, HK McDonald Malcolm, (2007) Marketing Plans, 6th Ed UK. Bowie David and Francis Buttle (2004) Hospitality Marketing, 2nd Ed UK Briggs Susan (2001) Successful Tourism Marketing, 2nd UK Jeannet Jean-Pierre, (2001) Global Marketing Strategies, 5th Ed UK Sylvia Meyer, (1991) Professional table service, 3th Ed Canada Research Papers on W Hotel’s Marketing Efforts in Hong KongPETSTEL analysis of IndiaTwilight of the UAWDefinition of Export QuotasMarketing of Lifeboy Soap A Unilever ProductIncorporating Risk and Uncertainty Factor in CapitalRelationship between Media Coverage and Social andAnalysis of Ebay Expanding into AsiaQuebec and CanadaInfluences of Socio-Economic Status of Married MalesAssess the importance of Nationalism 1815-1850 Europe

How Information Technology has Improved Management Process Research Paper

How Information Technology has Improved Management Process - Research Paper Example Following are some definitions. As described by Nirav S., management processes are defined as those processes which are performed by managers. Managers are commonly involved in planning, organizing, directing, motivating, controlling and decision-making. (Nirav, 2012) Management processes can be of many types and have many aspects attached to them. Information Technology: As per the free dictionary, Information Technology is defined as the development, installation, and implementation of computer systems and applications. (â€Å"Information Technology†, 2009) Information technology has affected organization and organization processes in many ways. It has changed the basic management approach by enabling them to access data from multiple sources at one time and then use this data in their basic functions of planning, controlling, decision making, leadership etc. As laid down by Eatock, Paul and Serrano in their research paper IT is considered one of the most important enablers of process change. (Eatock, Paul & Serrano, 2000) As described by Garvin there are three approaches to organization processes explained in the table below. EXHIBIT 1 An Organizational Processes Framework Work Processes Behavioral Processes Change Processes Definition Sequences of activities that transform inputs into outputs. Widely shared patterns of behavior and ways of acting / interacting. Sequences of events over time. Role Accomplish the work of the organization. Infuse and shape the way work is conducted by influencing how individuals and groups behave. Alter the scale, character, and identity of the organization. Major Categories Operational and administrative. Individual and personal. Autonomous and induced, incremental and revolutionary. Examples New product development, order fulfillment, strategic planning. Decision making, communication, organizational learning. Creation, growth, transformation, and decline. (Garvin, 1998) Management Processes In this part the managemen t processes are discussed in detail and a step by step approach to management processes before and after the implementation of Information Technology is discussed and compared so as to arrive at the advantages Information Technology has brought for the managers in carrying out the main management processes and decisions. There can be many types of management process like work processes, behavioral processes, and change process. However, all the said management processes are undertaken in the same step by step approach. As highlighted by Garvin, common examples of processes include new-product development, order fulfillment, and customer service; less obvious but equally legitimate candidates are resource allocation and decision making. (Garvin, 1998)

History Essay Example | Topics and Well Written Essays - 1000 words - 1

History - Essay Example This paper will highlight the causes of the revolution and how the changes brought about by the revolution affected freed black Americans. In addition, the paper will discuss the rise of Massachusetts and Virginia. The French and Indian war had negative effects on Britain. Although Britain went home with victory, the victory came at a prize. It had exhausted most of its finances. Consequently, in 1763, America had enormous debts to settle. Britain sought to formulate strategies that would help it settle the debts. It is at this time that they exposed the colonies to extremes of oppression. The government began a search of all trade routes identifying the smugglers who avoided the heavy taxes levied on the route. This affected American traders mostly. The sugar act also came into place requiring Americans to pay tax at a time when economic times were hard. The colonists worsened the situation with the banning of production of the American currency. Moreover, the colonists expected the Americans to provide the British troops with accommodation in act called the quartering act. The Americans opposed all these acts but the colonists multiplied them. In 1765, introduction of the stamps act that required Americans to pay tax on all paper products sold made their opposition fierce. Their opposition involved a boycott on all American goods. The colonies reasoned that it was unfair for them to suffer from the oppressive acts of a government in which they did not have a representative. However, the imperial government fueled their opposition by introducing an additional import tax and more boycotts resulted. In addition, other restrictions after the some colonial leaders attacked a vessel and interfered with tea on the Boston port after a monopoly allowed a tea company to dominate America. The thinking of American people was changing with time. Most of the people were reading literature that highlighted the making of social contracts and were slowly adopting liberalism a nd other schools of thought highlighted in the enlightenment literature. In addition, some revolutionary clergy had committed to teaching the truth about equality and this prompted the people to oppose any form of oppression from the colonial government. In 1794, the people formed an association that would tie them together to fight for their liberty. All these factors mentioned led to the rise of the revolution in 1775 (Frank 43-49). Rise of Massachusetts and Virginia These two colonies proved to have different structures by 1700. Background information reveals that the two colonies emerged through the efforts of English colonists who had left their home country due to unrest. Puritans who ran away from the different forms of harassment they faced in their country set up Massachusetts with its capital at Salem. The colony was independent of any rule or joint ventures with other colonies. The puritans introduced a hierarchical system that determined religious and family leaders. The colonists in Massachusetts emphasized sharing between the rich and poor. The colonists intended to create a society that promoted equity. In this colony, slave systems did not exist. Instead, the colony depended on children and members of the family structure to provide the necessary labor. Native American in this colony preferred to sell land and adopt the puritan lifestyle. In this colony, fathers assumed the role of managing and supervising the

The Development Of Local Malay Films Media Essay

The Development Of Local Malay Films Media Essay Last month, president to the National Film Development Corporation, Ahmad Puad Onah, said that the association would propose that ticket prices for Hollywood-produced movies be increased to RM20! This is supposed to help the local film producers become more competitive. However it is sad that these people really have they not learned anything from the Proton story yet. This suggestion is a really shallow idea and it will not help local films be more competitive against foreign movies. In fact, this will have an opposite effect. Local film producers should become more competitive. These days. So the question is, why arent Malaysians watching local movies? Think about it. What are the demographics that show people who actually go and watch movies? Can a middle income family with 4-5 kids afford to watch movies priced at RM8-12 per ticket? Four kids plus mom and dad will cost the family (RM10 x 6) RM60. Add the parking ticket, and snacks and it will cost at least RM100 just for an afternoon of movie-watching. So if these people want to watch a movie, what do they do? You guessed it. Buy an illegal DVD at RM7 per disc and the whole family can watch it over and over again. So solution No.1 is to enforce the law against illegal DVD sales. This although it would put a dent in the coffers of those authorities and VIPs who are taking bribes from this industry. So, who then will go to the cine-plexes? I would have to say that it would be couples or young people out with their friends right?!? However these people have a limited budget as well. If they have to choose between watching Spiderman and Cicakman which show do you think they will watch? So what would attract the younger generation to watch local films? Can local films ever match Hollywood in terms of visual effects, star power or even in promotional marketing activities? So how then can they compete against Hollywood movies? The answer is nearer than you think. Just look at our neighbors. Both Thailand and Singapore have managed to produce local-made films that are very successful, even on the international stage. So why cant Malaysian film producers do the same? The reason is simply because they are too afraid to offend the authorities. There is too much control, taboos, restrictions and censorship in the industry. It has come to a point where any movie that comes out from the local industry will almost sure to be too safe meaning dull and boring. Also, the local movies that come out arent controversial, provocative and have little to offer progressive Malaysians as a whole. Just take a look at our local news. We have an exciting by-election, the Jerit issue, the Hindraf issue, the ISA Issue, the hudud laws issue, many corruption scandals, a murder of a Mongolian gal and a conspiracy involving a top man, New Year sex parties with movie stars, the list goes on! Now why would I ever pay money to watch a local film when our local news in Malaysia is a whole lot more interesting? Do you think any of our local film producers are brave enough to turn any of the issues above into a movie? If our local film industry produced a film related to any of those issues I mentioned above, I am sure it will get a whole lot of publicity and many people will watch it. Why? Because all Malaysian can relate to it. It will be very provocative and this will generate curiosity and publicity among many Malaysians. And on top of this, it will not have to compete directly against any Hollywood movie (Blue Ocean strategy). Also, when was the last time we saw a movie that appealed to Malaysian audience as a whole? Local movies are usually categorised as either Malay movies, Indian movies or Chinese movies. Where are the Malaysian movies? Lets be honest how many Chinese will go watch a Malay movie? Local producers must learn to makes films that appeal to a broad spectrum of society and not segregate their movies potential market by race! Whats wrong with movies that have characters speaking Chinese, Malay, Tamil etc, in the same movie? We do that in our everyday life. So why not in our local films as well? I know it is not easy to produce films that will appeal to the whole country. Thus, local film producers must be ready to face the challenges of making movies that would be very controversial politically and socially. We must no longer be afraid to makes movies that are racially or religiously sensitive. Now, I am not asking producers to make films that insult other races or religion. Neither am I asking producers to make politically-charged propaganda films. But we can still make movies that reflect the true picture of our country and show that the human spirit can triumph over many adversities. With regards to this, I have a list of ideas that I think will make great movies which most Malaysian will pay to watch. Police corruption (tales of a young police officer facing huge peer pressure to compromise his principles and succumb to taking bribes and the persecution he faced by not giving in) A Malaysian spoof movie on the local politicians (I bet you it will be very funny with actors and actresses imitating our local politicians) Who really killed Altantuya? A mystery movie with an open-ended ending (allowing viewers to make their own decision) Prostitution in Malaysia Tale of a young local gal with little education being conned into prostitution The Hindraf/Jerit issues (why, this could be a documentary movie) May 13 (tale of three friends a Malay, an Indian and a Chinese whose relationship is strained to breaking point during that era but they managed to overcome this adversity and remain friends till this day) I am sure a lot of people can think of many more ideas that will make great movies. I am sure many of these potential movies will make certain groups unhappy. But that is the whole point isnt it? A safe and nice movie that does not raise any eyebrows will not interest the Malaysian public at all (considering they get so much more entertainment from the local news). Until local film producers are brave enough to challenge the status quo of making proper films, and make movies that are honest and relevant to all walks of life in Malaysia besides challenging the minds of our society, they will never be able to compete with Hollywood movies. (http://www.malaysiakini.com/news/99234) The FFF Guide to Writing a Winning Film Proposal So here it is! The FFF Guide to Writing a Winning Film Proposal. We tapped into the brains of our most beloved KOMAS creative consultants and pulling from them their many years of experience to give you the following tips to help guarantee your proposal has what it takes . ONE: Choosing your issue Is it relevant why is this issue important and why it is something that Malaysians need to know about, acknowledge and discuss openly? Is it daring is the issue seldom discussed and would researching it be difficult? Does the issue fit in with the theme of Democratic Space and Human Rights? First step: Choosing your issue Find an interesting issue that people regularly discuss or those that matters a lot. We need to keep finding out the Malaysians needs, what they would love to see, discuss and acknowledge either fits with Democratic Space and Human Rights theme. Second step: Content Showing viewers something that are rarely seen and take notes on every important points. TWO: Content What new angles or different point of view are you showing your viewers? What are the important points that this documentary will discuss? How will you make those points i.e. give details of who you will profile/interview, what visuals or scenarios will you document in detail. Provide story line or outline if possible, but not necessary. (If your proposal is chosen we will help you write the script). Its important to show that you have a clear idea of how the video will be executed and look like in the end. Show that discussion of the issue is well researched and deep. THREE: Treatment Describe how you will treat the film using music, editing techniques, storyline any creative approach to make your documentary interesting and attractive to your audiences. Trade Secrets Do research about your topic first. Speak to some resource people or find interesting profiles that you can definitely include in your film. Understand your issue well before taking on the subject. You need to know more or have something more to say that your viewers do not already know about or understand well. What is your stand on the issue? Think of one or two main points you want to make in the film. At the end of the film, this is the message you want your viewers to take home with them. Something that may sound interesting to you initially might be difficult to execute in the end be careful and plan well. A film is nothing without good audio/interviews and visuals, so you always need to have in mind what audio/visuals you will need to make your point. Know your own strengths and weakness. Have a team/crew that is technically proficient to help you in areas that you might be weak in. Follow these three easy steps, while taking into account those tricks of the trade and voila! Youre first documentary film proposal. Good luck! (http://freedomfilmfest.komas.org/?cat=53) Should Malay Films continue to be Malay Films? One approach that should be continued is the furthering of Malay films as films made in Malaysia. This is because the Malay language is the national language, one that does not exist outside of the Malay Archipelago. It is one that is easily acceptable as a language that reflects Malaysia from any point of view. The non-Malay language can always be used to reflect the position of the language i.e. spoken in the community among people of the same language culture, or in telling about some background information, so long as it can enhance the cinematic impact required by a film. To this end, the effort to produce Malaysian films should do this two-pronged approach: Increase the production of Malay films. Building the foundation of distributing Malaysian film that deals with Malaysian issues from the perspective of other races. The production of Malay films should be increased in quantity and quality. This is because Malaysia is the only country whereby Malay films can be produced. Without Malay films from Malaysia, it can be said that there will be no Malay films in the world. Another reason is that there is still a lot of of other Malay and Malaysian issues from Malaysia, as well as from the Malay archipelago, that can be shown on film. Reducing the production of Malay film and producing Malaysian films on the excuse that Malaysian films have to be multi-racial and multi-lingual will marginalise a film source that is very cinematic and will also diminish the importance of Malay history and culture. It is a culture that may well disappear. At the same time, the production of Malaysian films from the perspective of the non-Malays should also be encouraged. This will improve the standing of film in society and film as a medium and source of culture that is important to the nation. National Film Development Plan An officially-organised approach to build the film industry in Malaysia began in 1980 when the government established the National Film Development Body (FINAS). Since then, activities like as film development, encouragement, control and protection has been taken towards three of the most important aspects of the industry; that is, the production, distribution and screening of films in Malaysia. From the aspect of control and protection, the specific activities to development such as training workshops and financial aid can be said to have achieved their objectives. The Production Aid Scheme and return of entertainment tax, for example, can be incredibly significant to local film producers. This paper does not intend to provide further commentaries on the success or failure of such programmes run by FINAS. 25 years worth of opinions and debates can be found via other avenues. I will, however, say that the programmes have a long-term impact on the development of the film industry in the future. The subject at hand is film policy. FINAS, in an effort to advance the local film industry, has twice pushed this issue forward. The first was in the years of 1989 and 1990, led by Tun Ghazali Shafiee. The second time occurred in 2004, when the policies were reviewed and improved to become more aligned to the new objectives and concepts of Malaysian film development. Even though policies for a clear, national film agenda have been formulated, along with the requisite targets and objectives, nevertheless it is difficult to see what shape or form the Malaysian film industry will achieve by the year 2020. In my opinion, there should be a clear and concise 2020 objective to aim for, giving it the same amount of attention and importance as other fields. The entire nation is gearing up to achieve their respective objectives in these fields. As a developed nation, what kind of film industry will we have by then? It would be wise to ensure that we do no lag behind, and set practical objectives (e.g. local films having a 30% share of the market). The main thing is the setting of a schedule, timetable, or master plan for national film development. If such an action plan ever came into existence, all sectors of the industry would have main idea to refer to. Until now, however, we have yet to see such a plan, whether it exists or otherwise. Increasing Appreciation Programmes for Local Films in a Structured and Holistic Approach Another step that could be taken by all relevant parties is to increase the number of appreciation programmes in a structured and scheduled manner, so that the attention paid towards local films could be increased. This is of critical importance, seeing how low the audience numbers for local films are. From a national population of 26 million people, we can count a mere 200,000 to 300,000 people who consistently watch local films. Compare this to the Czech Republic, who have around 10 million people, but can depend on around 1 million of them to watch their own films. If we can increase the number of viewers even by 1 million people, it would certainly change the face of the local film industry. We could also look at other countries and consider how they develop their own films; South Korea, for example, imposes a quota system to protect their local filmmakers. The current situation is a cause for concern, because the previous generation of film viewers are now at a different stage of their life. Thus, they no longer go to the cinemas regularly. The new generation of film audience members have a different perception and exposure compared to the previous group, and with this comes a different viewing trend. If there is no programme to encourage further appreciation towards our own local films, Malaysian films, Malay or otherwise, will not have a chance. Only through a permanent, holistic, and well-planned approach will the situation improve. We need not look to far for an example of what could be; the current state of newspapers written in Arabic, when it was once the norm, is a sore sight for eyes. Even more galling is the lack of emotions that such a state arouses at the present time. Increasing and Expanding the Interest towards the National Language Apart from film appreciation programmes, other approaches can also be taken. One such example is to increase appreciation towards the language and culture of Malaysia, especially in the schools. Ultimately, this can help to increase further interest and fluency in understanding the local films. This should also be carried out in a similar manner to the above suggestion, so that the seed for such an interest can be planted and be allowed to mature. This can also increase the interest within society towards the traditional/Malay arts and stories which will also help along Malay and Malaysian films. Training Programmes, Technology Networking and Fund for Young Artists Other areas that can be looked at is further exposure and education about all aspects of filmmaking, including providing further training to those who currently active in the industry. We can also work to strengthen relations and networking, and providing practical encouragement for filmmakers to take Malaysian films beyond Malaysia. This networking will help to increase Malaysian film appreciation not just within the country, but also without. Another important factor is to create a fund for young artists. This fund can be used for various activities, like script development, but with an especial focus on encouraging the number of young directors with quality. Through such efforts will we only find the diamonds in the rough. Conclusion This paper does not suggest any one single conclusion, but invites further discussion and dialogue on the matters that I have raised. The issues and problems of the film industry are constantly changing with the winds of time, and so long as there is an effort to improve the making and content of local films, then the sky will truly be the limit as to what we can achieve. (http://thoughtsonfilms.wordpress.com/2009/04/01/the-malay-and-malaysian-film-where-are-we-part-2/) Archive for the Malaysian Cinema Category Global connections in three  countries In an earlier post on the film industry in Poland I looked at the range of countries to which the Polish film industry was connected through co-productions and incoming productions that did not involve a domestic partner (which I called autonomous productions). The data was taken from the Internet Movie Database, and while it cannot be said to provide a comprehensive overview of the globalisation of the film industry and its relation to Poland it does allow us to make some inferences about the range of countries a particular film industry is connected to in terms of a single type of interaction (i.e. feature film production). The aim behind this post, and todays follow-up, is to get a sense of the web of connections that link different film industries by simply enumerating the number of connections between them. Further work needs to be done on the economic value of these connections in order to understand how co-productions and autonomous productions contribute to a film industry, a nd so the depth of penetration (call this the density) needs to be considered alongside the range of connections in order to describe the extent to which a film industry is globalised. We could, for example, distinguish between film industries with a high range and high density, those with a high range but a low density, a low range but high density, and those with a low range and a low density. (This could be represented in similar terms to the relationship between the transnationality and territoriality of UK productions I used in Redfern 2007). This would enable us to distinguish between different types of national film industry in the global film industry, whilst also allowing us to identify areas of potential weakness. For example, an industry with a low range of connections but a high density will be overly-dependent on production finance from a small number of countries coming into the industry, and should anything upset this balance (better incentives available elsewhere, ch anges in exchange rates, global economic meltdown) this will have a disproportionately large effect on the host industry that could (potentially) be wiped out. Quite how to measure the density of global connections to a film industry is a problem I have not yet solved. We could use the proportion of the total production investment in an industry accounted for by co-productions and autonomous productions, but there may be better methods. A first step must be to simply understand the level of global interaction; and to add to the data on Poland, this post applies the same method to three other film industries in Malaysia, Chile, and Morocco. (A key difference here is that the data for Poland covered the period 2002 to 2007, while the data for these three countries covers the period 2003 to 2007). Malaysia A total of 37 films produced in Malaysia were identified from the Internet Movie Database, accounting for a total 47 connections to 17 countries, and country by country summary is presented in Table 1. Of the 37 films included here, only six are co-productions, so while Malaysia may be a filming location of choice for many producers this does not involve Malaysian production companies. The single largest number of connections is to India, but all of these are autonomous productions. After India, Singapore, with 5, has the second largest number of connections (again all autonomous); but in general the number of connections is very low fr each country across a 5 year time period. Connections to other Asian countries account for 66% of the total, while Europe accounts for 23% and North America just 11%. In simple numerical terms, connections to industries in the immediate vicinity are more important than those that stretch across the globe, although as noted above it is difficult to ass ess the meaning of these connections in the absence of detailed of some understanding of how deep they go into the Malaysian industry. TABLE 1 Co-productions and autonomous productions to shoot in Malaysia, 2003-2007 Chile 24 films produced in Chile were identified, accounting for a total of 42 connections to 12 countries. This data is summarised in Table 2. Of these films, just over half were co-productions and so (unlike Malaysia) a substantial proportion of productions shooting in Chile will have some sort of relationship to producers and filmmakers based in that country. South American countries account for only 21% of connections and North America (i.e. the US and Mexico) account for 31%, while seven different European countries account for just under half (48%). Unlike Malaysia (and Poland) it is not local connections that are the most important to Chile, but the relationships that reach further across the globe. TABLE 2 Co-productions and autonomous productions to shoot in Chile, 2003-2007 Morocco For Morocco, a total of 69 films were identified accounting for 111 connections to 23 different countries. of the three countries looked at here, Morocco has the greatest number of connections and the widest range of countries, but like Chile is dominated by North America and Europe. There are connections to only one African country (Algeria), one Asian country (Japan) and one South American country (Brazil); while 17 European countries account for 78% of connections and three North American countries account for 27%. Interestingly, only Morocco out of the the three countries looked at in this post and Poland has connections to countries in all parts of the globe. However, only 15 of the films in this sample were co-productions, and so, like Malaysia, international production in Morocco is typically non-Moroccan production. Only France is a significant co-production partner. That so many links to France should be apparent is unsurprising, as the state was made of protectorate of Fran ce under the Treat of Fez (1912), and the European influence here is strong (as it is in Algeria and Tunisia). The country with the largest single number of connections is the US, and this is in large part due to the fact that Morocco can stand in for other parts of the Arab world without so many of the dangers. Numerous Hollywood movies have chosen to film in Morocco since 2003 for the desert locations, the architecture, the middle-eastern looking extras, and because Morocco can also pass for the ancient world. Thus Alexander (Oliver Stone, 2004), Troy (Wolfgang Petersen, 2004), and Kingdom of Heaven (Ridley Scott, 2005) have all been shot in Morocco (along with Arn Tempelriddaren (Peter Flinth, 2007) and Arn Riket vid và ¤gens slut (Peter Flinth, 2008)). The Moroccan film industry appears to have benefited from the war in Iraq as the chosen location for Rendition (Gavin Hood, 2007), In the Valley of Elah (Paul Haggis, 2007), United 93 (Paul Greengrass, 2006), and Home of the Br ave (Irwin Winkler, 2006), along with Syriana (Stephen Gaghan, 2005), Charlie Wilsons War (Mike Nichols, 2007), and Body of Lies (Ridley Scott, 2007). TABLE 3 Co-productions and autonomous productions to shoot in Morocco, 2003-2007 Summary Although this post is only a brief survey of three countries using limited data, it is possible to see how the film industry in different countries can be connected to the rest of the world. It is possible to identify where local connections are important and where more the key relationships are over a longer distance. It is possible to compare where connections between countries result in co-productions or where relationships are not formed with local producers. As more data becomes available it will hopefully be possible to compare the number of connections between countries over time to gain an understanding of the dynamic relationship, rather than the simply static picture we have here. In simply enumerating the connections in the global film industry in this manner we can slowly build up a picture of a mosaic of film industries.