Nazi Idealogy Essay Example

Nazi Idealogy Essay Nazi Idealogy BY uzatr265 Nazi Ideology Nazism was never a coherent or uniform ideology ? » (Griffin). Jud]ment on the true nature of Nazi ideology is always diffuclt to make and easy to change, for this reason one can not affirm one of the above statements to be true, nor can one say that one of them is wrong, they are both right in one sense, wrong in another, all depending from which angle one looks at them. Nazi ideology was born out of the need to attract the widest range of people from the widest range of backrounds thus reating a diverse and contradicting ideology as the 25 points prove. At the same time Hitler created an ideology that he not only believed in but that also proved capable of achieving his personal ambitions. One of the difficulties in analysing Nazi ideology is distinguishing between real ideas that influenced political and economic theory and the propaganda distributed to the public. Many historians think of Nazi ideology as purely Fascist even as the model of Fascism while others tend to suggest that Nazism went a step further than Fascism : ? « [they] believed that the decadence as not only political and cultural, but biological and racial ? ». One could argue that Nazi ideology was an? « essentiely new, racist destructive philosophy ? ». One of the aspects of Nazi ideology which mark it as ? « new ? » is the presence of ? «ecstatic invocations of the spirit of modern technological warfare ? ». The Nazi military tradition was not a relic of the past, it was modern and its style was purely and soely Nazi. It also called for industrialisation and advance in science: two features of a society wishing to modernise itself. We will write a custom essay sample on Nazi Idealogy specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Nazi Idealogy specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Nazi Idealogy specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Nazi ideology was most certainly racist, in its 25 points, the rights of Jews and other minority groups is dealt with in considerable detail so that the fourth point concludes with ? « Therefore no Jew can be considered to be a fellow German ? », its purpose was not as some people argue to affirm the superiority of the German people but to suppress all Jews for the sole reason of their religion, this is the definition of racism and can only be viewed as such. As a philosophy, the dominant side of Nazism was its destructive element: its ampaign against decadent art, its goal to destroy all literature which did not agree with, its views and foremost and uttermost the clinical elimination of all those whose lives were deemed not worth living or who were classed as subhuman. There was much diversity and contrast in Nazi ideology but can one call it ? « confused ? » ? It certainly adopted views that could be considered opposite however this seems to have been calculated by Hitler to attract the largest number of people possible. When one looks at Nazi ideology one can see very different sources for the ifferent points that are made thus we see v? ¶lkish nostalgia for the values ofa pre- urban, pre-Christian idyll and at the same time we feel the incredible presence of the spirit of modern technological warfare. While there were calls for the regeneration of peasantry there were also celebrations of industrial renovations, and at the same time there were strains of anti-capitalist socialism and stress for the studies of human and natural sciences. There was also a very primitive and mythical side to Nazism such as during their flame torch night, which brought on in most Germans a furious pride of being German and a Nazi. One can also prove that Hitler attempted to turn back the clock by the fact that he called his empire the ? « Third Reich However, the real aim of Nazism was not to turn back the clock or provide the German people with a new philosophy, its sole goal was to provide Hitler the means to fulfill his own personal goals ofa German Empire which like his ideology was neither totally new nor a vestige of the past. Nazism was shaped to please a wide range of people, in it one can find traces of socialism to attract the urban proletariat, romises of economic recovery and protection from the communist for the upper class and farmers and laws which favour capitalism for the middle class. Therefore one can not really say that the ideology presented in the 25 points demonstrate the Nazis real views if they have any past the Third Reich and their hatred of Jews. The Nazis did have some firm notions, they were obsessed with the decadence of liberalism, the threat posed to recovery by its Marxist alternative and the need for a national rebirth, a reawakening, a new order. These firm notions are the fascist spect of Nazism. Both of the statements can be argued to provide a convincing Judgment of the true nature of Nazi ideology however the first one suggests a truer or at least a less wrong version of it. However, Nazism did have some truly firm notions which constituted its fascist side obssessed with rebirth and war as Nazi leader Rosenberg proves when he writes : ? «A new age of German mysticism has dawned, the myth of blood and the myth of the free soul are awakening to new and conscious life ? ». (Rosenberg, Nazi leader in The myth of the twentieth Century).

Free Essays on Girls Night Out

Have you ever heard anyone say something like, â€Å"My life changed completely,† or maybe, â€Å"I am a completely different person now?† Well these people may have been telling you the truth and their lives may have changed completely, but the ultimate change of anyone’s life would be to become a member of the opposite gender. Yeah that’s right, a complete change in your gender. No matter who you are or what you do on an everyday basis, you would experience a tremendous change in your life if you became the opposite sex all of a sudden. Try to picture this; you are a twenty-year-old guy attending your sophomore year at college. You are brushing your teeth one late evening after studying for a big midterm, and you just happen to look into the mirror to see a young female staring at you. This girl isn‘t behind you looking in your eyes, it is actually you that is the girl. What would your life be like then? Well, I am about to give you a few insights on what you may experience in your new lifetime as a college female. My first feelings of being a woman would be pretty interesting, because every man out there has dreamed of being a woman at some point in their life or at least dreamed about what women think under certain circumstances. These thoughts would soon get old, and I would start to witness the real challenges of my new life and how I was going to cope with being a female. My college years would appear to become easier in some aspects. As a woman, I would practice the â€Å"traditional style† of behavior and make a guy approach me for a date or a conversation. There will be no approaching guys because I think they are hot, or because they are staring at my body. With this thought running through my head, I could sit back and relax and take my pick between the guys that had enough guts to ask me out on a date. This relieves a lot of stress and worries that I had when I was a guy, because guys always have to do ... Free Essays on Girls Night Out Free Essays on Girls Night Out Have you ever heard anyone say something like, â€Å"My life changed completely,† or maybe, â€Å"I am a completely different person now?† Well these people may have been telling you the truth and their lives may have changed completely, but the ultimate change of anyone’s life would be to become a member of the opposite gender. Yeah that’s right, a complete change in your gender. No matter who you are or what you do on an everyday basis, you would experience a tremendous change in your life if you became the opposite sex all of a sudden. Try to picture this; you are a twenty-year-old guy attending your sophomore year at college. You are brushing your teeth one late evening after studying for a big midterm, and you just happen to look into the mirror to see a young female staring at you. This girl isn‘t behind you looking in your eyes, it is actually you that is the girl. What would your life be like then? Well, I am about to give you a few insights on what you may experience in your new lifetime as a college female. My first feelings of being a woman would be pretty interesting, because every man out there has dreamed of being a woman at some point in their life or at least dreamed about what women think under certain circumstances. These thoughts would soon get old, and I would start to witness the real challenges of my new life and how I was going to cope with being a female. My college years would appear to become easier in some aspects. As a woman, I would practice the â€Å"traditional style† of behavior and make a guy approach me for a date or a conversation. There will be no approaching guys because I think they are hot, or because they are staring at my body. With this thought running through my head, I could sit back and relax and take my pick between the guys that had enough guts to ask me out on a date. This relieves a lot of stress and worries that I had when I was a guy, because guys always have to do ...

Qualitive Research Critique Paper Example | Topics and Well Written Essays - 1000 words

Qualitive Critique - Research Paper Example This is done in order to study the perception of shift from the paper dependent system of documentation to electronic method of documentation (Kelley et al., 2011). The study design is descriptive in nature as it is based on observations and surveys. The application of the electronic system permits accurate documentation of the information’s regarding patients. The system is designed in such a way that the nurses are able to operate it efficiently and improve the flow of communication between the health centre, nurses, and patients. The electronic form of documentation also improves the final outcome that is the status of the patient’s heath when the person is discharged without any error (Kelley et al., 2011). The relationship between the nursing profession and electronic form of information recording is presented in the paper. The quality of the service provided to the patients is very essential for the overall success of the hospitality. The ‘Donabedian’s model of quality’ is used for the literature part as the model is familiar to most of the nurses as a method of data collection. The framework that presents the structure of the total work performed, the process followed and the ultimate result of the process implemented (Kelley et al., 2011). Moreover, questionnaire survey and interview was also conducted to derive accurate data from the respective sources. Many research papers of ‘Cumulative Index for Nursing and Allied Health Literature (CINAHL) and PubMed has been used in the articles. All the articles used are based on three components of Donabedian’s model. On the other hand, interview and questionnaire method is also used in the research to analyse the attitude of the nurses towards the electronic system (Kelley et al., 2011). Nursing documentation is a vital factor of nursing practice that needs maintenance for safety as well as ethics. The information

Individuals in Organizations Essay Example | Topics and Well Written Essays - 1250 words

Individuals in Organizations - Essay Example (2000) introduced the notion of a proactive employee as one who is highly committed and involved, an autonomous contributor who is highly responsible and has initiative. In order to enhance his individual experience and relationships at AMX, Dave Green has to become a proactive employee through applying the various skills important in increasing both intrapersonal and interpersonal effectiveness. Shockley-Zabalak (2011) identified four important skills in improving individual effectiveness: cultural intelligence, active listening, accepting diversity and descriptive message strategies. Shockley-Zabalak (2011) defines cultural intelligence as the ability of an individual to understand people’s behavior depending on human universal behaviors, specific human behaviors, and culture-dependent human behaviors. For Dave Green to understand human universal behavior, he has to understand how the various motivation theories relate to human behavior. Abraham Marslow proposed the Hierarchy of needs theory that suggests the pursuit of satisfaction is what shapes human behavior. He grouped several needs as they relate to human behavior in a hierarchical order from the most important to the least. The needs include psychological needs, safety and security, social belonging, prestige, and finally on top of the pyramid is self-actualization (Shockley-Zabalak, 2011). Here, Dave Green has to determine what is important and to what level does his personal needs affect his behavior as well as that of his team. He has to understand his team better in order to understand what motivates them and use this knowledge to form an efficient team. The motivation-hygiene theory proposed by Fredrick Herzberg stresses that human behavior is affected by both internal and external factors (Shockley-Zabalak, 2011). He proposed that factors such as salary, working conditions, interpersonal relations and supervision all affected the satisfaction levels of employees. For Dave Green to better

Are organizations rational Essay Example | Topics and Well Written Essays - 2000 words

Are organizations rational - Essay Example A rational organization is characterized by the desire of the organizational personnel to be efficient to their optimal tendency. The theory of rational organization considers the organization as a multipart mechanism (Sarfin, 2014). Managers need to regularly monitor the progress of work as well as the organizational culture and tweak any part whose functionality is lesser than maximum in order to increase the efficiency. An organization’s long-term development can be controlled and modified to achieve the goals. Two major elements that help characterize the rational systems include goal specificity and formalization (Monappa and Saiyadain, 1996, p. 5; Simon, 2001, p. 27). Goal specificity promotes the display of rational behavior in the organizations because specific goals guide the structural design so that the management can delineate the activities that need to be executed and the resources that have to be arranged (Triplett, 2007, p. 4). The attempt to increase the predictability of behavior through regulation and standardization is called as formulation. Formalization makes the organizational culture conducive for stable expectation that is rationality’s precondition. Rational system perspectives are related to four organizational theories’ schools, including Taylor’s Scientific Management, Fayol’s Administrative Theory, Weber’s Theory of Bureaucracy, and Simon’s Theory of Administrative Behavior. â€Å"Rational models are best thought of as d escriptions of actions that will usually be compelling for most organizational audiences†¦but they are not necessarily the best basis for determining what managing actually consists of† (Clegg, Kornberger, and Pitsis, 2011, p. 30). Through the scientific analysis of the activities executed by the organizational personnel on individual level, Taylor (2007) realized the best method that can be

Recruitment And Selection Policies For Companies Management Essay

Recruitment And Selection Policies For Companies Management Essay In order to compete successfully in a global market, more companies are beginning to focus on the role of human resources, most importantly on recruitment and selection as a critical part of their core competence and a source of competitive advantage. A good recruitment is very essential for an effective human resource management. According to Sparrow and Hiltrop (1994), the effectiveness of many other human resource activities, such as selection and training, depends largely on the quality of new employees attracted through the recruitment process. Also, Sparrow (2006) pointed out that the challenges for HR business partners in handling recruitment for an international organisation vary in each country, but a common need is the question of how to ensure rigour and consistency across operations in very different cultures, business markets and labour markets. 1.1 BACKGROUND TO THE STUDY Hiring competent individuals has always been and will always be of paramount importance to business organisations, which is highly dependent on the recruitment and selection, which aims to attract and retain high-quality individuals in order to achieve continued success within the organisations. The importance of recruitment and selection should never be ignored. One of the earliest management writers, Taylor F.W (1911) complained about the typical way individuals were selected based on who you knew or who was first in the queue. Taylor introduced the idea that people should be selected for their skills and abilities, which should be tested before the selection decision. Due to the increase in internalisation, HR departments of multinational companies have put so much importance on the recruitment and selection of their staff, primarily because recruitment and selection is involved in making future predictions about future behaviour, so that decisions can be made about who will be most suitable for a particular job. 1.2 AIMS/OBJECTIVES OF THE STUDY I aim to analyse the recruitment and selection policies of Ernst Young (EY) and KPMG in their different subsidiaries which are Nigeria and Sierra Leone, and to build the concepts on human resource management literature, which will help me to analyse what these companies did well? What these companies did badly? How these companies can be improved? What lessons we can learn from these companies? Would the recruitment and selection methods change overtime for Ernst Young Nigeria and KPMG Sierra Leone in the likely future?. 1.3 SIGNIFICANCE OF THE STUDY The importance of this study/paper is to explain and persuade my readers on the importance of an effective recruitment and selection policies from my analysis of Ernst Young Nigeria and KPMG Sierra Leone. 1.4 RESEARCH METHODOLOGY According to Lee (1989) research is a systematic quest for undiscovered knowledge. The result of the pursuit of this knowledge is known as research. I would be carrying out a case study on Ernst Young and KPMG in their foreign subsidiaries; which are Nigeria and Sierra Leone and to carry out an analysis on the recruitment and selection policies used. CHAPTER 2 LITERATURE REVIEW There are many previous studies and literature concerning recruitment and selection, this review will aim to expand on these and use the concepts of human resource management literature to offer a diverse understanding. Recruitment is defined as searching for and obtaining potential job candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job needs. Selection is the process of gathering information for the purposes of evaluating and deciding who should be employed in particular jobs. With that said, every organisation has to recruit workers, select them, pay them, and also motivate them and in the long run eventually arrange for their retirement or departure. However, things are done differently in different countries; not only do they have different cultures (the foreign subsidiaries am analysing are Nigeria and Sierra Leone which are Wes-African countries), they also operate with different educated and skilled workforces, and in different economic situations, with different labour laws, government support or control and so on. Recruitment and selection vary across different countries, in HRM there are the concepts of international and comparative human resource management, and there is a distinction between Comparative HRM and International HRM which was made clear by Boxall (1995). Comparative human resource management explores the extent to which HRM differs between different countries or between different areas within a country or different regions of the world (Brewster and Larsen, 2000). Comparative human resource management is telling us that employment systems differ noticeably between countries and that managing human resources has to vary from country to country. 2.1 INTERNATIONAL HRM In international HRM, which is the basis of this paper, primarily because it seeks to understand the approaches used in the management of employees by multinational companies in their subsidiaries. For these international organisations, human resource management is a key to success. International HRM examines the way organisations manage their human resources across these different national contexts. According to Brewster and Lee (2006), international organisations have employees who work across national borders. In international HRM, there are staffing issues that internationalizing companies encounter that are either not present in a domestic environment, or are complicated by the international context in which these human resource activities take place and how subsidiaries respond. There are four (4) main approaches in which multinational companies deal with the management of employees in their foreign subsidiaries, these approaches were developed in the international business strategy literature which focused on human resource management and was carried out by Perlmutter (1969) and Heenan Perlmutter (1979) these approaches are; Ethnocentric, Polycentric, Regiocentric and Geocentric approaches. In the Ethnocentric Approach; in this approach the strategic decisions are made at headquarters, few foreign subsidiaries have any autonomy. Key positions at the foreign operations are held by headquarters management personnel, this type of approach is common at the early stages of internationalisation because of the need to maintain good communication, co-ordination, and control links with corporate headquarters, subsidiaries are usually managed by expatriates from the parent country (PCNs). A common disadvantage to this approach is that the workers of the host country nationals (HCNs) feel inferior or cheated to the workers of the parent country nationals (PCNs) when salaries, compensation packages, company bonuses are compared. In the Polycentric Approach; in this approach the multinational company treats each subsidiary as a distinct national entity with some decision-making autonomy. Subsidiaries are usually managed by local nationals (HCNs) who are rarely promoted to positions at headquarters. Likewise parent country nationals (PCNs) are rarely transferred to foreign subsidiary operation. In this approach, there is continuity to the management of foreign subsidiaries, which avoids the turnover of key managers that, by its very nature results from an ethnocentric approach. However, the major difficulty with this approach is that of bridging the gap between the host country national (HCN) subsidiary managers and parent country national (PCN) managers at corporate headquarters. This approach will be further analysed in chapter 3. In the Regiocentric Approach; this approach is a reflection of the geographic strategy and structure of the multinational. Personnel may move outside their countries but generally only within a particular geographic region (e.g. Europe or Asia Pacific). In this approach, regional managers may not be promoted to headquarters position but enjoy a degree of regional autonomy in decision-making. In the Geocentric Approach; the multinational companies takes a worldwide stance in respect of its operations, it recognises that each part makes a unique contribution with its overall competence. It is usually accompanied by a worldwide integrated business, and nationality is ignored in favour of ability. Here, parent country nationals (PCNs), host country nationals (HCNs) and third country nationals (TCNs) can be found in key positions anywhere of the multinational, including those at the senior management level at headquarters, subsidiaries and on the board of directors. A common disadvantage to this approach is that it can be expensive to implement because it leads to an increase in training of workers and also the issue of relocation costs. The above literature illustrates the four (4) different approaches used by multinationals in the management of their employees in foreign subsidiaries, some authors believe the polycentric approach to be very global, in that, subsidiary managers are responsible for their own strategy and co-ordination is needed across multiple dimensions. However, there are critics such as Mayrhofer and Brewster (1996) who argue that the vast majority of firms are ethnocentric. These four (4) approaches provide an understanding of international human resource management (IHRM) within an organisation. 2.2 COMPARATIVE HRM There are also two (2) approaches to research and thinking in the field of HRM; due to the issue regarding whether HR practices can be transferred, these approaches are; the Universalist and the Contextual or in the terms of this chapter, the comparative (Brewster, 1999). These two (2) approaches are also reflected in the debate between the two (2) schools of thought that contest the notion of convergence. Some researchers argue that even when there are differences, they are reducing as the notion of globalisation becomes more established and societies are moving towards each other in the way they do things, also including the way they manage their human resources. Other researchers argue that there is little evidence of such a moving together and that, in fact, societies remain steadfastly different and even unique. The Universalist approach is very dominant in the USA but is widely used elsewhere. The main aim of the Universalist approach is to improve organisational performance and to achieve organisational goals in HRM, and in particular strategic human resource management (SHRM). The major problem with this approach, is that it operates only at the level of organisation, ignoring policy at the national or international level and because is dominant in the USA it therefore, pertains more to the USA and in reality, it fails to provide insights to different countries in their practice of HRM. In contrast, the Contextual approach or comparative searches for an overall understanding of what is contextually unique and why. It is more focused on understanding what is different between and within HRM in various contexts and what led to those differences. Most researchers working in this paradigm believe that it is the explanation that matters, any link to firm performance is secondary. Contextualist researchers study the importance of such factors as culture, ownership structures, labour market and so on which are the aspects of the subject rather than external influences upon it. At this point, is important to know that neither approach is right nor wrong, both approaches, and the others that exist in other parts of the world, have a contribution to make. However, in practice there are often debates between the different approaches used to understand the nature of human resource management. 2.3 DUNNING ECLECTIC THEORY From the concept of international HRM literature, we understand the four (4) approaches in which multinational companies manage their employees in foreign subsidiaries, however, to understand why these multinational companies decided to set up in foreign subsidiaries, can be better understood with the Dunnings Eclectic theory (Dunning, 1992) which usually involves an arising need to establish a corporate culture in their subsidiaries and also most importantly, to transfer knowledge from the parent country national (PCNs) to the host country national (HCNs) and third country national (TCNs) which involves the need for expatriates (number of people who are sent by multinational companies on foreign assignments on a short or long period of time). The Dunnings Eclectic theory explains the roles of expatriates, which are: à ¢Ã¢â€š ¬Ã‚ ¢ To secure transfer of technology positions, as companies send the expatriates abroad in order to transfer their technology to the foreign subsidiary i.e. in countries where qualified people are not available, companies send the parent country nationals (PCNs) to fill out the positions. à ¢Ã¢â€š ¬Ã‚ ¢ To secure the headquarter control, where the multinational companies can exercise this control by using the parent country nationals (PCNs) in their foreign subsidiaries. In such situations firms try to incorporate the headquarters culture into the foreign operations, which in some cases may create cultural problems. Especially when multinationals tend to demand administrative and financial control in their foreign operations. à ¢Ã¢â€š ¬Ã‚ ¢ It leads to an opportunity for international experience or management development, several firms find international experience highly important before promoting their employees. Foreign transfers are here important in order to learn foreign cultures and environments. In such situations qualified host country nationals (HCNs) are available but managers are still transferred to foreign subsidiaries to acquire knowledge and skills. à ¢Ã¢â€š ¬Ã‚ ¢ To help in organizational development, this could be called the Geocentric approach. This role is performed only by the best people at the best places without nationality barriers. Transfers can take place from headquarters to subsidiaries, from subsidiaries to headquarters, or from subsidiaries to subsidiaries. Nationality of employees does not matter in this situation, as the objective of this staffing strategy is to get to know about different cultures, create international networks, decentralization, and interaction between managers of different nationalities. In general, this strategy is mostly followed by larger global companies. However, multinational companies are increasingly adopting a strong global mindset and reducing the number of expatriates that are usually sent on foreign operations, which is usually costly for the multinational companies. Interestingly, multinational companies are beginning to recruit and select more of the local talents in their foreign subsidiaries and also ensuring that the top management in their foreign subsidiaries understand the headquarters desires and corporate vision and making sure it conforms in line with the headquarters. CHAPTER 3 ANALYTICAL THEORY In order to ensure successful business management, leading companies and organizations are implementing new policies, standards, procedures, ensuring space for new organisational cultures, business models, new projects and products. Yet, managing human resources is more challenging than we may even expect or even imagine and also, most importantly recruiting and selecting the right quantity and quality of staff into an organisation. The following analysis shall focus on the recruitment and selection of Ernst Young and KPMG in their foreign subsidiaries which are Nigeria and Sierra Leone. 3.1 ERNST YOUNG IN FOREIGN SUBSIDIARY- NIGERIA Ernst Young (EY) Quality In Everything We do is ranked as one of the largest professional services in the world and one of the big four (4) auditors. Ernst Young which was founded in 1989 due to a global merger between Ernst Whinney and Arthur Young, however, its individual components can be traced back to 1849. Its global headquarters is located in London, United Kingdom in the region of Europe, furthermore, Ernst Young is a global industry which offers these professional services; audit, tax, financial advisory and consultancy to their clients. Ernst Young (EY) Nigeria was set up in the year 1991, and has been in Nigeria for twenty-one (21) years. Ernst Young is one of the largest firms of chartered accountants and business advisers in Nigeria. Their clients include many multinational companies from all sectors of business. The firm also serves an impressive array of middle market and privately held companies, this structure allows Ernst Young Nigeria to be very responsive to both established businesses and emerging and developing businesses. Ernst Young Nigeria provides four (4) principal services to their clients; Advisory, Audit, Tax and Transaction services. As at time of writing this paper, Ernst Young Nigeria has a staff of 260 people including sixteen (16) partners, these partners are both Nigerians and Expatriates, the firm is administered by the Partners who occupy key positions in the firm and are responsible for making decisions on the strategic direction of the firm. The objective of the recruitment and selection policies of Ernst Young Nigeria is: To recruit and select people according to merit (quality of being particularly good or worthy) so as to ensure efficiency and effectiveness and also that the right people (in terms of qualification and experience) occupy the right positions at Ernst Young Nigeria. This objective has helped Ernst Young Nigeria recruit and select the best type of applicants into their organisation. The reasons for recruiting at Ernst Young Nigeria is either to fill a vacancy i.e. replace a member of staff who has resigned or to bring in a new member of staff to ease the workload in the team. There are various factors which usually affect the design and implementation of recruitment and selection policies of any organisation. As expected the problems encountered during the design and implementation of the recruitment and selection policies of Ernst Young Nigeria is not for public knowledge. However, I am very certain Ernst Young Nigeria faced some challenges in the design and implementation of their recruitment and selection policies at the initial stage such as total lack of knowledge of the labour market and also an important issue of corruption which seems to be crippling the Nigerian economy. 3.2 RECRUITMENT AND SELECTION POLICIES OF ERNST YOUNG IN NIGERIA This is carried out differently depending on the category of staff required, which are: à ¢Ã¢â€š ¬Ã‚ ¢ Professionals These categories of staff are recruited either into the Audit, Advisory or Tax Departments. The three (3) different departments have different skill requirements. Application letters and CVs are lodged by applicants and are reviewed based on the different qualifications required by each department. The minimum qualification for this category is a first degree in any field, also, professional qualifications such as ACCA, CIMA or a Masters degree is usually an added advantage. After the recruitment process is carried out, the selection is carried out which is in form of an interview, an interview is conducted by either a Business Unit leader or Manager and the HR Head of Ernst Young Nigeria, to find out more about the individual and their experience, the chosen applicants are assessed during the interview to know if they have excellent communications skills. Depending on the position being interviewed for, applicants may be asked to answer a written test. If the candidate is found sui table, a second interview is arranged with the prospective Partner during which a discussion on the salary and terms of conditions of service for the position are also discussed. à ¢Ã¢â€š ¬Ã‚ ¢ Trainees Prospective Trainee Accountants send their applications and CVs throughout the year to the company. These application letters are reviewed by members of the Human Resource department and applicants are short-listed if they meet Ernst Young (Nigeria) requirements which are as follows: i. Applicants must be aged a maximum of 25 if they are yet to start the professional examinations. ii. Applicants should preferably be graduates with good degrees; non-graduates are considered if they have started the professional exams already with good results. Applications are short-listed based on the above-mentioned criteria. Short-listed applicants are invited for a two (2) hour psychometric test. Those applicants who pass the test, are then selected and invited for an interview, this interview is conducted by a minimum of two (2) people including the HR Head and an Audit Manager. Applicants are expected to portray a commitment to the professional course they are pursuing with the intention of qualifying within the shortest possible time. This interview assesses the candidates communication skills, intelligence, and confidence. The interviewers must also be convinced that the candidate has the personality to fit into the Ernst Young Nigerias structure. Thereafter, a training program is run for Trainee Accountants by three (3) Audit professionals to get them familiarized with Ernst Young Audit methodology. à ¢Ã¢â€š ¬Ã‚ ¢ Interns As part of Ernst Young Nigerias co-operate responsibilities, they offer internships/placement for graduates from recognized universities and polytechnics within Nigeria. This program should be over within three (3) months. To be eligible for the Internship Program, candidates must be in their third (3) year and possess a good predicated grade in their undergraduate degree with plans to pursue a career in audit, tax or advisory services. à ¢Ã¢â€š ¬Ã‚ ¢ Administrators à ¢Ã¢â€š ¬Ã‚ ¢ Secretaries For the administrative staff and secretaries at Ernst Young Nigeria, an informal method of recruitment is usually used through the form of personal recommendation, often referred to as word of mouth. Those applicants who are suitable are then interviewed by the HR head, which is a very common form of selection. Thereafter, an appointment letter is sent to the suitable candidate detailing the terms and conditions of service and the salary attached to the position. The employee is required to return a signed copy of this agreement on commencement of work. 3.3 RESULTS FROM ANALYSIS From the overall framework, structure and organisation of Ernst Young Nigeria, I would say the management and staffing of employees in this subsidiary is using the Geocentric approach due to the fact that key positions at the subsidiary (EY Nigeria) are occupied by nationals of the host country (HCNs) and nationals of the Parent country (PCNs) who are all highly competent employees. The Regiocentric approach is also used by Ernst Young Nigeria reasons being that some staff are transferred within the same geographic region; some of the staff at Ernst Young Nigeria are from other African countries specifically from Ghana, South Africa all within the same geographic region. Ernst Young Nigeria commonly uses the internet method of recruitment; this method ensures a large pool of applicants, from which the best applicants are selected from. However, I disagree with this method of recruitment for a country like Nigeria, because Nigeria does not yet have a truly web coverage, therefore, people dont usually have access to the internet to apply for these jobs, and sometimes come across these jobs after the closing dates. For the recruitment of the Trainee Accountants into Ernst Young Nigeria, one of the criteria is that applicants should be a maximum of 25years; I frown upon this criterion because it is indirect age discrimination and should not be practiced, this cannot be present in Ernst Youngs headquarters due to the government legislation which frowns against any form of age discrimination. 3.4 KPMG IN FOREIGN SUBSIDIARY- SIERRA LEONE KPMG (cutting through complexity) is ranked as one of the largest professional services in the world and one of the big four (4) auditors. KPMG is a merger of Peat Marwick International and Klynveld Main Goerdeler this merger was established in 1987, in consonance with a decision of the international council to have all affiliate firms adapt the name to underscore the advisory functions of this world-wide firm. Its global headquarters is located in Amstelveen; Netherland in the region of Europe, KPMG is a global industry which offers these professional services; audit, tax and advisory. Its advisory services are further divided into three service groups- Management Consulting, Risk Consulting, and Transaction Restructuring. KPMG Sierra Leone was established in the 1930s by Edward Casselton Elliot but was not known as KPMG. It was called Peat Marwick Casselton Elliot and CO and has been in Sierra Leone for about 80 years. KPMG is the largest firm of chartered accountants and business advisers in Sierra Leone. Their clients include many multinational companies from all sectors of business. The firm also serves an impressive array of middle market and privately held companies, this structure allows KPMG Sierra Leone to be very responsive to both established businesses and emerging and developing businesses. KPMG Sierra Leone provides three (3) principal services to their clients; Audit, Taxation and Advisory services. As at time of writing this paper, KPMG Sierra Leone has a staff of 120 people including three (3) partners namely; Vidal T.O. Decker (Senior Managing Partner), Claudius Williams-Tucker (Tax Peoples partner) and Derrick Kawaley (Audit partner) all nationals of Sierra Leone, the firm is admin istered by the Partners who occupy key positions in the firm and are responsible for making decisions on the strategic direction of the firm. The objective of the recruitment and selection policies of KPMG Sierra Leone is: To recruit and select people according to set competencies, competencies are defined as a combination of behaviours, knowledge, skills and personality attributes. This objective has helped KPMG Sierra Leone recruit and select the best type of applicants into their organisation. The reason for recruiting at KPMG Sierra Leone is either to fill a vacancy i.e. replace a member of staff who has resigned or to bring in a new member of staff to ease the workload in the team. There are various factors which usually affect the design and implementation of recruitment and selection policies of any organisation. As expected the problems encountered during the design and implementation of the recruitment and selection policies of KPMG Sierra Leone is not for public knowledge. However, I am very certain KPMG Sierra Leone faced some challenges in the design and implementation of their recruitment and selection policies at the initial stage such as total lack of knowledge of the labour market. 3.5 RECRUITMENT AND SELECTION POLICIES OF KPMG IN SIERRA LEONE This is carried out differently depending on the category of staff required, which are: Professionals These categories of staff are recruited either into the Audit, Advisory or Tax Departments. The three (3) different departments have different skill requirements. Application letters and CVs are lodged by applicants and are reviewed based on the different qualifications required by each department. The minimum qualification for this category is a first degree in any field, also, professional qualifications such as ACCA, CIMA or a Masters degree is usually an added advantage. After the recruitment process is carried out, the selection is carried out which is in form of an interview, an interview is conducted by either a Business Unit leader or Manager and the HR Head of KPMG Sierra Leone, to find out more about the individual and their experience, roles in KPMG have required competencies based on personal and technical skills. These are assessed during the interview together with communications skills. Depending on the position being interviewed for, applicants may be asked to answer a written test. If the candidate is found suitable, a second interview is arranged with the prospective Partner during which a discussion on the salary and terms of conditions of service for the position are also discussed. Trainees Prospective Trainee Accountants send their applications and CVs throughout the year to the firm. These application letters are reviewed by members of the Human Resource department and applicants are short-listed if they meet KPMG Sierra Leone requirements which are as follows: Applicants must be aged a maximum of 27 if they are yet to start the professional examinations. Applicants should preferably be graduates with good degrees; non-graduates are considered if they have started the professional exams already with good results. Applications are short-listed based on the above-mentioned criteria. Short-listed applicants are invited for a three (3) hour psychometric test. Those applicants who pass the test, are then selected and invited for an interview, this interview is conducted by a minimum of two (2) people including the HR Head and an Audit Manager. Applicants are expected to portray a commitment to the professional course they are pursuing with the intention of qualifying within the shortest possible time. This interview assesses the candidates communication skills, intelligence, and confidence. The interviewers must also be convinced that the candidate has the personality to fit into the KPMG Sierra Leone structure. Thereafter, a training program is run for Trainee Accountants by three (3) Audit professionals to get them familiarized with KPMG Audit methodology. Interns As part of KPMG Sierra Leones co-operate responsibilities, they offer internships/placement for graduates from recognized universities and polytechnics. This program should be over within three (3) months. To be eligible for the Internship Program, candidates must be in their third (3) year and possess a good predicated grade in their undergraduate degree with plans to pursue a career in audit, tax or advisory services. Administrators Secretaries For the administrative staff and secretaries at KPMG Sierra Leone, an informal method of recruitment is usually used through the form of personal recommendation, often referred to as word of mouth. Those applicants who are suitable are then interviewed by the HR head and the partner, which is a very common form of selection. Thereafter, an appointment letter is sent to the suitable candidate detailing the terms and conditions of service and the salary attached to the position. The employee is required to return a signed copy of this agreement on commencement of work. 3.6 RESULTS FROM ANALYSIS From the overall framework, structure and organisation of KPMG Sierra Leone I would say the management and staffing of employees in this subsidiary is using the Polycentric approach, due to the fact that top management staff consists of host country nationals (HCNs) who are nationals of Sierra Leone and who are recruited and selected to manage the subsidiary, as at time of writing this paper, there are no expatriates working at KPMG Sierra Leone, the company is administered by the partners (nationals of Sierra Leone) who are responsible for strategic decisions of KPMG Sierra Leone, which implies that the top management at KPMG Sierra Leone i.e. partners understands the desires and corporate vision of KPMG headquarters. The Regiocentric approach is also used by KPMG Sierra Leone, because some staff are transferred within the same geographic region, som

The Count Of Monte Cristo :: essays research papers

The Count of Monte Cristo The Count of Monte Cristo, written by Alexandre Dumas, tells the story of a man, Edmond Dantes, a sailor who goes through being betrayed by his enemies and thrown in to a dark prison cell to planning revenge on his enemies. His behavior and personality changes after spending 14 years in jail for a crime that he didn’t commit. Edmond Dantes was thrown in jail ,after being framed by his enemies, accused of committing treason and being a bonapartist. The story takes place during the Napoleonic Era while the usurper, Napoleon has escaped to his place of exile, the Isle of Elba, located in the Mediterranean Sea. The story of Edmond Dantes starts out as him being a sailor, aboard the Pharaon; he’s soon to become captain of the ship. Monsieur Morrel is the name of the owner of the Pharaon and a great friend of Dantes. He treats Edmond with great respect. There’s also a little special lady in Dantes life, the beautiful and wonderful Mercedes. A dream job and a dream wife, who could possibly want more? His dream soon becomes shattered by three of his enemies, Danglars, Fernand, and Caderousse. As these three people plot against Edmond, he is about to become married to the beautiful Mercedes. On his wedding day, his betrothal feast was interrupted when the police came barging through the door and arrested Edmond Dantes. Dantes was accused of giving a letter to the usurper while the Pharaon stopped on the Isle of Elba and returning a letter from the usurper to the Bonapartist party in Paris. After his arrest, Edmond was interrogated and questioned by the public prosecutor, Monsieur de Villefort. During the interrogation Villefort promised Edmond freedom, but that was before Monsieur de Villefort read the letter from the usurper addressed to Monsieur Noirtier, Villefort’s father. Edmond Dantes was sent to prison. Edmond Dantes imprisonment made a huge impact on his life. He spent 14 years in the dark and quiet Chateau d’If. During those 14 years he met a priest, Abbe Faria, which they met each other through a secret tunnel in which they both have created while in prison. An amazing transformation takes place in Edmond Dantes as he learns about his enemies and a large hidden treasure that contains a large sum of money. Abbe Faria is a very smart man, while in prison he taught Dantes many useful knowledge including the whereabouts of a large treasure located on the Isle of Monte Cristo.