HR Essay Example | Topics and Well Written Essays - 750 words - 2

HR - Essay Example HR has immense value for a business. In fact, nothing in a business is as important as HR. The development, profitability, and success of a business fundamentally relies upon the ideas, concepts, and strategic management of the people involved in it. Poor management of one individual can ruin a business worth billions of dollars. Likewise, good leadership can make the business grow by leaps and bounds, and take it to the next level with every passing day. HR is the most valuable asset for any business. I have been having personal experience with the HR function of a business since I have been employed. I could experience the HR function right from my very first day at job. As I reached the office, I was led by the HR Manager to my room. The HR Manager made sure I was provided with a telephone, computer, and an Internet connection in my office. The HR Manager made me aware of my job responsibilities, and my daily, weekly, and monthly objectives. Since the HR Manager was helping me understand things and be facilitated in all ways, he was managing me. My experience with the HR function of my company has so far been both positive and negative at different points in time. For example, in the start, I was led by the HR Manager who explained me everything, and provided me with all the necessities for accommodation, which was surely a good experience. However, I was not paid until the third month of my service. In addition, I was not paid for the first fifteen days of my service since I had joined from the middle of month. This was a bad experience. In my judgment, the responsibility of HR Management in a business depends upon the size of a business and the extent to which it is developed. Small businesses usually have a General Manager (GM) who also performs the duties of an HR Manager along with his/her duties as a GM. However, large businesses have separate Human Resources Departments, with a proper

Mencius On Human Nature Essay Example | Topics and Well Written Essays - 1500 words

Mencius On Human Nature - Essay Example To account for how some people develop bad character in life despite having been born with the disposition to do good, Mencius argued that, just as water can be manipulated and forced to flow against the low ground, it is also possible to manipulate human nature to be bad. Mencius gave the following explanation to show that human nature is naturally good.Mencius argued that human beings are born with the virtue of benevolence (heart of compassion/feeling for others), virtue of Righteousness (the feeling of disdain), the virtue of propriety (feeling of respect for others), and lastly the virtue of wisdom (the heart of right and wrong). To demonstrate what he means by claiming that human beings are born with these four virtues, Mencius gave the following example to show that every human person is born with the virtue of benevolence.In this example, Mencius argued that if people saw a child about to fall into a well, they would all, without exception, instantaneously have a feeling of s orrow and fear. Mencius concluded that this fact shows that all human beings are born with the virtue of benevolence or the ability to feel compassion for other people. Another example that can be given to show that human beings are born with some virtues is how people, all over the world, are opposed to some immoral actions.For instance, people all over the world, irrespective of their cultural, religious, political, or educational backgrounds oppose some unethical practices like corruption and murder of innocent people.

Jet Blue Case Study Essay Example for Free

Jet Blue Case Study Essay This essay will examine in detail the human resource strategies, policies, and practices that were developed by Ann Rhoades who was the Executive Vice President of People at JetBlue Airways. Ms. Rhoades was very innovative with the development of the new HR policies, which up to that time had never been implemented by any other startup airline organization. Along with the strategies, policies, and practices, there were ï ¬ ve core values that were also established. These values provided an overarching vision for JetBlue Airways in order to direct all organization activities whether internal or external. The five core values were safety, caring, integrity, fun, and passion, which from JetBlue Airway’s management viewpoint was that if employees were happy then that would lead to greater successful recruitment and greater employee retention rates, which would potentially reduce or eliminate the likelihood of a union organization attempting to unionize the company. Three National Equal Employment Opportunity Laws JetBlue Airways hiring practices were compliant with the equal employment opportunity laws, which included the following: †¢ Title VII of the Civil Rights Act of 1964 Title VII , which prohibits employment discrimination based on race , color , religion , sex , or national origin †¢ Title VI of the Civil Rights Act of 1964 Title VI, which prohibits against exclusion from participation in, denial of benefits of, and discrimination under federally assisted programs on ground of race, color or national origin. †¢ Equal Pay Act of 1963, which protects men and women who perform to a large extent equal work in the same establishment from sex-based wage discrimination. (The U.S. Equal Employment Opportunity Commission, 2009) The hiring practices that were established by Ms. Rhoades were based upon five values, which were safety, fun, caring, integrity, and passion. These values were the cornerstone of JetBlue Airways hiring philosophy. With that being said, JetBlue Airway’s new employment model from the time the organization was formed was to focus on selecting particular employees that would best fit into the company’s core values as opposed to focusing on the employee’s skills and experience. This innovative approach could create a work environment that would promote a higher level of satisfaction amongst the employee’s and staff, but would also create a working environment that would be more uniform, which would mean that all employees would have similar work characteristics and behaviors. However, this process of hiring requires a greater subjectivity. By Jetblue Airways own admission, they used â€Å"a targeted selection process to identify employees who were most likely to ï ¬ t.† In addition, JetBlue provided customized employment packages intended to â€Å"ensure overall equity in treatment† (The case study of JetBlue Airways Starting from Scratch, 2001). For example, when JetBlue Airways offered an employment package for ï ¬â€šight attendants, there was a preference toward college students. This preference in hiring college students was apparent because JetBlue Airways offered more in the way of ï ¬ nancial compensation and lower indirect beneï ¬ ts. In addition, JetBlue Airways also offered a variety of unique and innovative pay and compensation packages for their pilots, ramp workers, and ticket agents, which were tailored around the employee’s needs rather than the needs of the organization. JetBlue Airways Internal Recruitment Method The main focus of an internal recruitment process within an organization is to fill vacant positions that become open over time and or to promote an employee in lieu of seeking a candidate outside of the organization, which saves the organization from paying the training costs associated with the training of new employees. However, JetBlue Airways internal recruitment method was to recruit known veterans of the industry from competing airlines. For example, David Neelman CEO of JetBlue Airlines originally worked for Southwest Airlines as their executive vice president, so Mr. Neelman developed working relationships with many within Southwest Airlines and subsequently recruited those same people to JetBlue Airways as his management team such as Ann Rhoades. JetBlue Airways External Recruitment Method External recruitment by an organization can be through a variety of mediums such as advertisements, recruitment agencies, and personal recommendations. The advantage of external recruitment for an organization is that it can create a larger pool of applicants from which the organization can choose the best candidate from. JetBlue Airways followed the traditional route of advertising in a newspaper. The advertisement for reservation agents was placed in a Salt Lake City newspaper, which resulted in a waiting list of twenty five hundred applicants. The outcome of JetBlue Airways recruitment process both internal and external was very successful, which was attributed to Ann Rhoades experience in human resources. Furthermore, the strategies used by JetBlue to attract employees created a very robust and experienced management team and as aforementioned a waiting list of twenty five hundred applicants. Personnel Selection Many organizations utilize a standard interview selection process which consists of a pre-established interview questions in order to measure the applicant’s skills and qualifications. However, JetBlue Airways conducted an interview process for their mechanics and pilots that was very unique. The process of interviewing the pilots was based upon JetBlue Airways five values that were translated into specific undesirable and desirable behavioral situations. Interview questions were then posed in respect to the pilot’s past behavior and how that particular behavior correlated into his or her decision making process, which was very unique considering a pilot must make snap decisions every day within a very chaotic environment. Furthermore, multiple interviewers were used in the interview process; the reasoning for the multiple interviewers was that if a pilot were to be selected for hire then all interviewers must reach a consensus rather than an average. The interview process for the mechanics was very similar to that of the pilots, but slightly different in that the mechanics were interviewed with one of the five JetBlue Airway values as the focal point of the interview. The one value was integrity, which a logical approach considering the safety of passengers and the mechanical reliability of an airplane is dependent the mechanic to do what is ethical. Performance Appraisal System The concept of performance appraisals have been around for over sixty years and it is a method by which a supervisor evaluates the job performance of a subordinate in a formal structured environment. This review takes the form of a periodic interview either semi annual or annual basis in which the work performance of the subordinate is examined and discussed. Weaknesses and strengths in performance are identified and the supervisor outlines opportunities for the subordinate to improve in those identified areas. The three factors that influence a performance appraisal system include the following: †¢ The appraisal should be based on standard †¢ Employee should have input into development of the standard †¢ Appraiser should be someone who has observed employee’s work 360-Degree Feedback Evaluation 360 degree feedback is an employee development feedback mechanism that is derived from employees within the company. This includes managers, coworkers, and ancillary staff, which is considered to be internal within the organization. In contrast, external feedback is derived from the customers and suppliers. It also known as multi-rater feedback system because it is concluded from several groups within and outside the company. The main reason for using the 360 degree feedback is to ascertain how you are thought of. In addition, to make the results more objective rather than subject; there is a neutral party that is involved. Lastly, 360 degree feedback provides the best insight into employee performance than any other appraisal method. The three advantages of using the 360 degree feedback include the following: 1. As the procedure of carry out the 360-degree appraisal need to have a lot of people to do the evaluation for the staff, it may include the staff in the company, from the top (manager) to the bottom (colleagues), even some external sources such as the customers. If it is conducted well, this can give the employee a more comprehensive and accurate view for the evaluation and also it is good for the staff’s self-development. It is more comprehensive than other appraisal methods since they may only need the manager to do the evaluation. 2. It increases the credibility of the appraisal result. Since the 360-degree appraisal methods need a lot of people to finish it, as mentioned before it may include of the manager also other staff, it can reduce the unfair of the result. It is because it contain everyone’s point of view, not only the manager or any single staff, then they cannot give some comments that show the evaluated employee is very good or not, then help the staff easily get to promote to higher position or make the staff lose the job. It can show that this appraisal can help to increase the credibility of the appraisal result. 3. The feedback from the peers can help to enhance the staff’s self-development. Not every appraisal methods will also include the feedback from the peers, that may only judge by the manager, so it is not easily show the real performance of the staff since the manager may not observe the performance of the staff in every single minutes and they may only have a blurred impression of the staff. (â€Å"Team P The advantages and disadvantages of 360-degree appraisal in the hospitality industry†, 2007) JetBlue Airways utilized the 360-degree appraisal as a means to measure the needed training and development of its employees. In addition, 360-degree appraisal was also utilized as means of ensuring that employees were adhering to JetBlue Airways values. The dimensions that were rated in the appraisal process reflected the five values. Factors Determining Employee Compensation Employee compensation must be fair and equitable to the employee and must be tied directly to the employee job evaluation, but there are two important factors that can skew the rating, which in turn will reduce the compensation for the employee. The two factors are job subjectivity and rapidity with wich the job fundamentally changes, which can create an innaccurate and unreliable evaluation. The following are four factors that are essential in determining financial compensation for an employee: †¢ Skill/Know How †¢ Effort †¢ Responsibility †¢ Working Conditions Discretionary Employee Benefits Many organizations offer discretionary benefits to their employees. However, there are the smaller organizations that are unable to offer discretionary benefits because of the inability to afford them, so in lieu of benefits they offer a higher starting salary or may provide compensation in other ways such as more days off per year or bonuses. Furthermore, discretionary benefits are reduced for part time employees. The three most common discretionary benefits that an organization offers to their employees are health insurance, paid time off, and retirement plan. JetBlue Airways offered medical benefits, personal time off rather than the traditional holiday and 401 K, which was the retirement plan. These benefits were provided to their full and part time employees. Conclusion In Summary, JetBlue Airways is an organization that prides itself on taking care of their customers, but they also go to great lengths to ensure that their employees are also taken care of by offering them the highest pay in the industry and other tailored benefits, which translates into a happy employee. Would you like to work for JetBlue Airways? References: http://www.eeoc.gov/facts/qanda.html Gittel, J. H., O’Reilly, C (2001). JetBlue Airways Starting from Scratch. Boston: Harvard Business School Publishing. Pp. 1-14 (78-91). http://project.shtm.polyu.edu.hk/wiki/index.php/Team_P_-_The_advantages_and_disadvantages_of_360-degree_appraisal_in_the_hospitality_industry

Policy on Refugees and Integration in Costa Rica

Policy on Refugees and Integration in Costa Rica COSTA RICAN GOVERNMENT POLICY ON REFUGEE AID AND INTEGRATION INTRODUCTION: THE AMBIGUOUS STATUS OF THE REFUGEE AND COSTA RICA The problem of the refugee originates as a peculiarly twentieth century phenomenon. The displacement of peoples from the very borders that delineate states presented a historical challenge that threatened the integrity and the essence of the latter. As the philosopher Giorgio Agamben abstracts the pertinence of this problem: Every time refugees no longer represent individual cases but rather a mass phenomenon (as happened between the two wars, and has happened again now), both these organizations and the single states have proven, despite the solemn evocations of the inalienable rights of man, to be absolutely incapable not only of resolving the problem but also simply of dealing with it adequately.[1] For Agamben, this inadequacy of the treatment of the refugee problem, despite the international consensus on the existence of the human rights of the refugee, is intimately tied to the theoretical shortcomings of the notion of the Nation-State itself; there is a consistent rupture in t he functionality of the Nation State when confronted with the anomaly of the refugee, i.e., when a subject is separated from his/her state, this subject becomes a disturbing remainder that other states find it difficult to account for. Thus, insofar as the refugee denotes a certain failure of the Nation State to protect its citizens/non-citizens, the case of the refugee denotes the limit of the State. Nevertheless, despite the tension between the notions of the refugee and the state that ground their relationship, there is an attentiveness to this problematic (evinced in Agambens own remark), demonstrated by the general consciousness of the existence of the refugee. Hence, regardless of any discerned policy inadequacies, there still exists a concerted effort to address the problem. The success of various refugee policies certainly may be evaluated, e.g., as with Agambens negative evaluation. In the case of Costa Rica, its treatments of the refugee crises that began in 1980s Central America was an example of some moderate successes, or at least, the desired mobilization of a states capabilities via governmental policy towards the refugee cause. However, this mobilization encountered its own distinct problems, over-determined (following Agambens abstraction of the problem) by the irregular status of the refugee him/herself. The successes and failures of Costa Ricas refugee policy is a particularly significant case study for numerous reasons. To the degree that there was a concerted effort from the Costa Rican officials to alleviate the refugee crisis, the shortcomings relate not to Costa Ricas negligence of this crisis (thusly indicating the direction of an evaluation of this policy in terms of a general apathy on the part of Costa Rica), but the opposite: it is this very effort that provides a compelling case for an analysis of a refugee policy in terms of its affectivity and its limits. That is, Costa Ricas attempt to rectify their refugee problem, rather than ignore it or deal with it in a manner that undermines the notions of the rights of man, provides an excellent paradigmatic case for the possible indexing of refugee policy. It is because of this very commitment to alleviating the problem that Costa Rica, despite any subsequent further critiques regarding the details of their refugee policy, is recognized by the international community as having advanced a fairly successful policy in regards to refugees. As Tanya Bysok notes Costa Rica is often cited as a model for refugee settlement.[2] However, this is not to suggest that the Costa Rican approach is flawless. Whilst some policies of the Costa Ricans have been recognized as effective by social scientists, this praise does not diminish the evident gaps in the Costa Rican policy. In this paper we shall examine the Costa Rican treatment of the refugee and attempt to understand how the refugee was integrated/or non-integrated into Costa Rican society. This analysis will be concerned with Costa Ricas approach; however, whilst there was a clear Costa Rican governmental policy, a significant factor in the Costa Rican case is the large presence of foreign organ izations that were encouraged to participate in a possible refugee solution. Thus, because of the Costa Rican openness to a diversity of aid organizations and volunteers offering support, the qualitative analysis of the success/failures of the Costa Rican approach cannot merely be attributed to the Costa Rican government itself. Whilst this encouragement of international participation may be logically viewed as an autonomous gesture of the Costa Rican government, it can also be construed as Costa Ricas self-acknowledgement of having been fundamentally overstretched in terms of its capabilities to handle the problem. Secondly, this analysis shall be supplemented with an anonymous questionnaire of former refugees in Costa Rica, in order to introduce a non-theoretical personal discourse within the parameters of our text. The method of the questionnaire is placed into the paper to act as a balancing point with the theoretical evaluation. The emphasis on the notion of testimony, a form of empiricism all its own, forwards an account of the Costa Rican policy that evaluates the countrys treatment of refugees from a theoretical standpoint, while also acknowledging the power and significance of such a testimony. COSTA RICAN REFUGEE INTEGRATION ANALYSIS The genesis of Costa Ricas refugee problem may be preliminarily abstracted as a matter of geopolitical positioning. Costa Rica occupied a hazardous place within Central America in the 1980s. The relative stability of Costa Rica was contrasted by the neighboring conflicts in El Salvador, Panama, Guatemala, Nicaragua and Honduras: The 1980s evinced a certain explosion of such geopolitical and ideological tensions in Central America, from which Costa Rica was spared. As Martha Honey notes, the Costa Rica of the 1980s â€Å"appeared to be an oasis of tranquility†[3] It is this status of a certain oasis in Central America, that evidently yielded Costa Ricas refugee problem: as a stable nation, it represented the destination of choice for refugees seeking to avoid war in their native lands. Costa Ricas stability as a source for refugees has continued in the time period since the beginning of the 1980s. Yet the refugee that Costa Rica encounters now is substantially different: Refuge es coming into Costa Rica today tend no longer to be from Central America but instead the vast majority are from Colombia. Many are middle-class, urban professionals.[4] Thus, by no means is the refugee in Costa Rica a homogeneous figure. The wars across Central America in the 1980s that led to such displacement are no longer a significant factor in present Costa Rican refugee policy. The Costa Rican encounter with the phenomenon of the refugee begins in 1980 with increasing hostilities in the neighboring country of El Salvador. The immediate reaction of Costa Ricas treatment of this refugee influx distinguished itself from other nations such as Honduras. Whilst Honduras policy favored the internment of the Salvadorian refugees in camps, Costa Rica from the outset emphasized the process of making the refugee self-sufficient; they sought to sever any dependency of the refugee on the state apparatus itself, while simultaneously integrating the refugee into Costa Rican society. These two approaches immediately evince a lucid difference in treatment. In the case of Honduras, this treatment may be viewed as an isolationist approach, insofar as the site of the camp becomes the home of the refugee it does not represent a zone of inclusion, but rather one of suspension moreover, it is an implicit acknowledgment of Honduras government inability to deal with the phenomeno n of the refugee, placing the refugee in a certain no-mans land, as it waits for the conflict in the home country to cease. In contrast, the Costa Rican emphasis on autonomy and self-sufficiency denotes the acceptance of the refugee immediately into its boundaries. We can abstract this difference in terms of a synchronous thinking and a diachronous thinking. In the case of Costa Rica, the policy does not introduce the phenomenon of two times, i.e., waiting for the war to stop rather, the interruption of the refugee experience is directly addressed, through a minimization of this interruption that is a policy of refugee inclusion in Costa Rica. On the other hand, in the Honduran approach, two times are articulated, a wartime and a non-war time. There is no possible mediation between the times; there is only a case of transition and thus, a passivity on the part of the government that is then transferred to the refugee him/herself this interruption that is the refugee event determines the entire Honduran policy. In essence, Costa Rica attempted to establish the continuity of the refugees’ life, allowing for the possibility of a normalcy to remain in the face of a crisis. Such initial successes of the Costa Rican programme may be attributed to a certain history of human rights discourse that emerges in the country, i.e., that Costa Rica was conducive to internationalism in its support of UN programmes and its own creation of international approaches. This historiographical element is significant to understanding the immediate difference of Costa Rica from its neighbors, as it stresses a historical Costa Rican commitment to human rights. As Alison Brysk notes, Costa Rica qualifies as a global good Samaritan because its record of human rights promotion is enduring and multifaceted, and it makes a meaningful contribution to globally significant initiatives.[5] Hence, Costa Ricas Good Samaritan status is derived from its fidelity to such initiatives on both a regional and global level. Among its contributions, Costa Rica was involved in the peace negotiations that ended three regional civil wars, while also functioning as the seat for the Inter-American C ourt of Human Rights of the Organization of American States (OAS). On the international level, Costa Rica was involved with international organizations such as serving at the initial prepatory conference for the founding of the United Nations, while also initiating the UN Childerns Fund. These historical contributions of Costa Rica may be construed as establishing a certain tradition within Costa Rica that made it more receptive to the specific demands of the refugee influxes that began in the 1980s. Thus, from an ideological perspective, there was nothing in the Costa Rican state ideology that would be adverse to the refugee; rather, the ideology was committed to human rights from its outset. This tradition may help to understand the initial successes of the Costa Rican programme. In the initial stages of the refugee problem in the 1980s, because of such an international tradition of Costa Rican policy, there was no shortage in the country of foreign and international refugee organizations that participated in the alleviation of the crisis. As Basok summarizes these contributions: A number of government and voluntary agencies have participated in refugee settlement [in Costa Rica]. They include local branches of such international organizations as Caritas, the Episcopalian church, and the YMCA. In addition, refugees themselves formed a number of voluntary organizations in the hope of assisting their compatriots. Apart from providing emergency aid to refugees, the UNHCR has also financed most of the refugee urban projects. Financial assistance has been provided by other international NGOS as well.[6] The plurality of non-governmental actors demonstrated a Costa Rican openn ess to the refugee crisis. Moreover, the possibility of refugees themselves forming aid organizations demonstrated a certain autonomy of the refugee within Costa Rica; despite the loss of nationality that is the refugee displacement, the refugees were granted a freedom to organize and assemble regardless of their anomalous status. These international organizations were also complimented by Costa Ricas own approach, which has been termed as the durable solution model, emphasizing integration of refugees into the country of asylum. As an unpublished UNHCR document describes this durable solution model: Self sufficiency projects are the ultimate aim of UNHCR as they allow the refugees to become independent of emergency assistance and be productively integrated in the receiving community. In the under-developed countries with serious unemployment problems, self-sufficiency projects offer the best alternation for the refugees work problem. For the receiving country, these durable solutions are a contribution to the national economy, particularly the projects which include both nationals and refugees.[7] Costa Ricas commitment to what the UNHCR deemed as the most effective program for refugee crisis further explicates the traditional openness of Costa Rica to international consensus, whilst concomitantly identifying Costa Ricas desired integration of refugees. The UNHCRs evaluation further acknowledges the durable solution as beneficial to the new country of the refugee itself: the influx of labour sources provided a boost to the national economy of Costa Rica. Thus, Costa Ricas commitment to the durable solution model may be viewed as both a commitment to international law and the notion of human rights, whilst also a policy decision how to utilize the refugee crisis for the benefit of Costa Rica itself. Nevertheless, what may be termed as Costa Ricas comprehensive solution, insofar as it incorporated the UNHCRs preferred model while simultaneously allowing for the participation of foreign organizations, nevertheless encountered specific problems. Primarily the non-organizational model’s intervention into the refugee problem was problematic: The results, however, were less than satisfactory. In 1985 it became evident to the UNHCR that less than half of the 152 projects registered with government agencies were still active. Most of the others had failed.[8] The infectivity of the multiplicity of organizations according to the quantitative data of the UNHCR tends to suggest that the approach of a strength in numbers, i.e., multiple organizations engaging in the refugee crisis, was unsuccessful primarily because of a lack of cohesion. Inasmuch as the Costa Rican intent was essentially one of no aid is bad aid†, this ultimate failure speaks to a certain consistency needed be tween organizations, in order better to establish links between groups, and affectively address the grounding problem, that of the refugee him/herself. This bureaucratic entanglement between organizations as detrimental to the refugee is easily discernable from the perspective of the refugee him/herself; because a plurality of organizations exists, the refugee is caught in a bureaucratic system, with no connection to the Costa Rican government itself. This serves as an impasse to the desired integration. This collapse of the various international programs led Costa Rica to attempt a more autonomous policy that would be regulated by the government, therein optimistically hoping to marginalize the previous failures through a centralization of refugee policy. This centralization would enable a consistent discourse of the durable solution to emerge in the Costa Rican space. As Ed Mihalkanin notes After the failure of many of the international and domestic refugee projects, the Costa Rican government tried to integrate refugees into already existing jobs.[9] By Costa Rica directly addressing the problem, this focusing of the remit of refugee policy could better serve the goal of integration: as the refugees are located in Costa Rica, the most efficient means towards integration would be to have the government directly involved in the refugee process by opening economic opportunities to the refugee. This shift reflects a certain fundamental ambiguity at the heart of the general theory of refugee policy. While, prima facie, the plurality of non-governmental organizations that operated in Costa Rica to alleviate the suffering of the refugee may be viewed as a logical step, inasmuch as it emphasizes giving aid to refugees in light of any possible limits to the capabilities of the Costa Rican government, this approach simultaneously suspends the notion of an integration into Costa Rican society. That is to say, if integration is the ultimate goal of Costa Rican refugee policy, such integration can only be engendered by the direct intervention of the government itself, as the government is ultimately congruent with Costa Rica. From this perspective, the collapse of the aid programmes emanating from various international sources may be viewed, in actuality, as a step towards a more direct involvement of the Costa Rican government in the refugee problematic, in terms of a more strident form of integration. This strident form would be necessary if the Costa Rican government would become the primary instrument for refugee aid in the nation, as opposed to the organizational plurality. Nevertheless, after the general failure of the international aid programmes, charity organizations, etc., the new Costa Rican government initiative itself faced various de jure issues that prevented the establishing of a greater remit for refugee aid. As Mihalkanin writes, at times Costa Rican laws actually prevented refugee aid, despite any best intentions of the Costa Rican government. This was the case regarding Costa Rican employee law: â€Å"Yet very few work permits were issued since by law only ten percent of a firms workers can be foreigners.†[10] Thus, the attempt to integrate refugees into the Costa Rican labour force already met opposition in a pre-existing law that marginalized the possibility of foreign workers in Costa Rica. As Mihalkanin notes, despite the intent of both the government to integrate the refugees and the employers’ will to aid the refugees by giving them work, this shared movement encountered a double impasse: the de jure situation of the l abour law, coupled with the de facto situation of employers, whom, although giving refuges a workplace, could not register the workers because of the law. Therefore, any type of de jure integration of these refugee workers who were already working in Costa Rica, was not possible because of the law; despite their labour power, and one must conclude, the desire for this labour source, the separation between the de jure and the de facto situation prevented this opportunity at integration. What occurred then is simply a missed opportunity, a miscommunication between government and private sectors, the latter wholly receptive to the influx of refugee workers, but whose hands were metaphorically tied by the Costa Rican law. This problem of the limits of aid in the sphere of labour relations also extends into the basic human rights of Costa Ricans, such as health care: insofar as health care is available to refugees in Costa Rica, access is limited from both a temporal and financial perspective. As a UNHCR report from 2003 noted, â€Å"in Costa Rica, access to social security services is universal, which means that everyone, regardless of nationality, is entitled to health coverage at a very low cost.†[11] Nevertheless, the caveat here is that â€Å"refugees and asylum seekers are entitled to free healthcare cover during their first three months in Costa Rica.†[12] This leads to an immediate problem facing refugees after the three month period of coverage has elapsed; as Gloria Maklouf Weiss, Director of ACAI (Asociacià ³n de Consultores y Asesores Internacionales), a UNHCR partner in Costa Rica recapitulates this problem: â€Å"some refugees are in such economic hardship that they cannot pay even the very small monthly fees.†[13] Thus, considering the situation of the refugee, the three-month time limit appears insufficient for health care coverage. The securing of an employment opportunity in Costa Rica within this same three-month period would have to be a concomitant aim of a programme; otherwise, the benefits of the Costa Rican health care policy are severely limited by the refugees’ inability to generate capital. On this point, the separation of the spheres of employment and healthcare impede the abilities of the refugee to begin a life in Costa Rica; insofar as employment and healthcare are considered as distinct issues, the benefits of healthcare are separated from the refugee labour force. The weakness therefore in this aspect of the policy is not anticipating the contiguity between employment integration and the possibility of health care. It is examples such as these incongruities in the law and policy of Costa Rica itself that failed to provide a comprehensive programme for its refugees. Thus, whilst Costa Ricas position as a stable country remains attractive to refugees in a time of crisis, various gaps in the system prevented a comprehensive plan to address the phenomenon. QUESTIONNAIRE The data in section 2.0 regarding Costa Rica’s history and policy approach to the refugee crisis only provides one side of the picture. This theoretical analysis of Costa Rican refugee policy, considering the constraints on any discourse of this style, is to be supplemented by a questionnaire submitted to four former refugees in Costa Rica. Whilst the sample size of the questionnaire is admittedly small, the necessity of its inclusion rests on a theoretical significance given to the notion of testimony in an effort to verify or contradict the reading provided of Costa Rican refugee policy. The prejudice of the academic discourse is to be alleviated through the survey presentation; thus, the purpose of the questionnaire is based on a theoretical value attached to testimony and the attempt to provide a more complete picture of the refugee policy of Costa Rica. Because of sensitivity to the time concerns of the participants and because of issues with the English language, the que stionnaire was deliberately simple and limited to four questions. QUESTIONNAIRE ANALYSIS While the sample size is admittedly small, and the nature of the questions direct, the data of the questionnaire would seem to indicate a moderate level of satisfaction with the Costa Rican refugee policy. The option for the refugees in Costa Rica appears to be beneficial; the majority of answerers expressed that integration and employment possibilities were available in Costa Rica, whilst also noting the receptivity of the various refugee organizations to the concerns of the refugees. It is germane to note that the questionnaire deliberately avoided inquiring into the personal history of the participants, in respect for ethics and the privacy of the participants. While this may be construed as detracting from the accuracy of the questionnaire, as it brackets out some of the personal histories involved in the participants, the aforementioned ethical position of protecting privacy was taken as paramount. Rather the questionnaire was to function as a cursory testimonial survey of Costa Rican refugee policy, and thus, while no means a complete account, it does indicate that the Costa Rican option for refugees was more positive than it was negative. CONCLUSIONS The difficulty of the refugee problem primarily lies in the problems it engenders vis-à  -vis the traditional structure of the State, which relies for its function on the notion of citizenry. Inasmuch as human rights become an international imperative, the anomalous appearance of the refugee conflicts with the traditional State model. This tension is however a source for the production of new approaches to the refugee problematic. Costa Rica’s position in the ravaged Central America of the 1980s placed the nation into a role of a paradigm case for refugee policy. The Costa Rican approach must be commended at the outset for its commitment to human rights and the welfare of the refugees. The intent of the Costa Rican policy therefore must be viewed in a positive light. However, the complications that arose from the refugee crisis provide valuable data and source material for the possible improvements of refugee policy. Costa Rica’s acceptance of foreign, international and non-governmental charitable organizations to alleviate the crisis, whilst helping the refugees on the â€Å"terrain†, actually hindered the successful integration of these refugees into Costa Rican society, inasmuch as these organizations, as non-Costa Rican entities, actually created a further distance between the refugee and the Costa Rican state. Moreover, once the majority of these organizations had failed, the Costa Rican government was left to complete the so-called â€Å"durable solution.† The impasses to the â€Å"durable solution† may be traced to employment and economic laws of the Costa Rican state, laws which were unable to successfully meld with the desired â€Å"durable solution.† It is various de jure factors, despite the overall Costa Rican government intent and the intent of the private sector to integrate refugees through employment, which hindered the affectivity of this solution. Nevertheless, Costa Rica is still referred in some academic literature as an excellent example of a refugee policy. This seems to be supported by the anonymous questionnaire that was a part of our research; the questionnaire, while its sample size is admittedly small, nonetheless offers a certain support to the notion that Costa Rica was more effective than not regarding the refugee experience. Thus, whilst there are problematics in the policy of Costa Rican refugee integration, it is nevertheless a paradigm from which numerous positives can be drawn, whilst also providing a better insight into the impasses that may present themselves in such a policy: hopefully these cases, will yield a better approach to the difficult notion of the refugee in the future. BIBLIOGRAPHY Giorgio Agamben, â€Å"We Refugees†, accessed at: http://roundtable.kein.org/node/399 Tanya Basok, Keeping Heads Above Water: Salvadorean Refugees in Costa Rica McGill Queen’s Press: 1993. Alison Brysk, â€Å"Global Good Samaritans? Human Rights Foreign Policy in Costa Rica†, in: Global Governance, Vol. 11, 2005. Martha Honey, Hostile Acts: U.S. Policy in Costa Rica in the 1980s, University of Florida Press: 1994. Ed Mihalkanin, â€Å"Refugee Aid, Displaced Persons, and Development in Central America† in: Refugee Aid and Development, Greenwood Press: 1993. UNHCR, â€Å"Health Fair in Costa Rica gives refugees much needed medical care†, March 6, 2006, accessed at: http://www.reliefweb.int/rw/RWB.NSF/db900SID/EVOD-6MNF3L?OpenDocument> 1 [1] Giorgio Agamben, â€Å"We Refugees†, accessed at: http://roundtable.kein.org/node/399. [2] Tanya Basok, Keeping Heads Above Water: Salvadorean Refugees in Costa Rica, pg. Xvii. [3] Martha Honey, Hostile Acts: U.S. Policy in Costa Rica in the 1980s, pg. 4. [4] UNHCR, â€Å"Health Fair in Costa Rica gives refugees much needed medical care†, March 6, 2006, accessed at: http://www.reliefweb.int/rw/RWB.NSF/db900SID/EVOD-6MNF3L?OpenDocument> [5] Alison Brysk, â€Å"Global Good Samaritans? Human Rights Foreign Policy in Costa Rica†, in: Global Governance, Vol. 11, 2005. [6] Basok, pg. Xviii. [7] Basok, pg. Vi. [8] Basok, pg. Xviii. [9] Ed Mihalkanin, â€Å"Refugee Aid, Displaced Persons, and Development in Central America† in: Refugee Aid and Development, pg. 90. [10] Mihalkanin, pg. 90. [11] UNHCR, accessed at http://www.reliefweb.int/rw/RWB.NSF/db900SID/EVOD-6MNF3L?OpenDocument> [12] UNHCR, accessed at http://www.reliefweb.int/rw/RWB.NSF/db900SID/EVOD-6MNF3L?OpenDocument> [13] UNHCR, accessed at http://www.reliefweb.int/rw/RWB.NSF/db900SID/EVOD-6MNF3L?OpenDocument>

Congress And The Presidency Essay -- Political Science

The president is the foreign policy leader for the United States with an important political, military and economic role in the international arena. If there is collision between the president and congress, can congress restrain the president in foreign policy making? The era of globalization has witnessed the growing influence of a number of unconventional international actors, from non-governmental organizations, to multi-national corporations, to global political movements. Traditional, state-centric definitions of foreign policy as "the policy of a sovereign state in its interaction with other sovereign states is no longer sufficient. Several alternative definitions are more helpful at highlighting aspects of foreign policy traditionally neglected. The first views foreign policy as "those external goals for which the nation is prepared to commit its resources". By focusing on what a country does rather than what it says, this pragmatic definition usefully separates a country's rhetoric from its true intent and its material capabilities. However, lack of action can also constitute a policy-the policy of an isolationist state is defined by its very unwillingness to commit resources. A second conceptualization of foreign policy is as "the range o f actions taken by varying sections of the government of a state in its relations with other bodies similarly acting on the international stage...in order to advance the national interest". Notable here is the recognition that governments do not act as monolithic, static entities, and that non-state actors may at times be as influential as states. However, the assumption that governments always know what is in the "national interest" and always rationally work towards its realiza... ... President's interests. The number of Vice Presidents who have later become President suggests that this concern may not be entirely incomprehensible. The enormous amount of infighting and politics between (and within) departments should not be underestimated. Factions are formed, rumors spread, information leaked, and consensuses forged. When making decisions, each department "will tend to concentrate on acquiring information that protects and advances its own interests or its view of the national interest". This inevitably leads to oversimplification and a favoring of men and women of action rather than deep, strategic thinkers, whose voices tend to get lost in the fray. One of the attributes of a good President is the ability to recognize and rectify imbalances in his administration. Failure to do so can lead to an unrepresentative and irresponsible foreign policy.

Cultural Criticism in W.B.Yeats’ An Irish Airman Foresees His Death Ess

Cultural Criticism in W.B.Yeats’ An Irish Airman Foresees His Death The various levels of interpretation that a poet, such as W.B.Yeats, welcomes to his poems is difficult to grasp upon first reading his poetry.   What appears to be a straight forward poem, such as, An Irish Airman Foresees His Death, is actually an intellectual cultural criticism of Yeats’ modern day society.   The poem, written as a testament to Lady Gregory’s son, captures the innermost concerns and perceptions of an Irish airman in World War I.   However, through Yeats’ sentimental and poetic style, the poem incorporates a double meaning, and hence, focuses on Irish nationalism and its lack of an international consciencesness.   The airman is Ireland personified, and his outlook on war and society is a window into the desolate situation that Ireland faces. As the title suggests, there is a sense of imminent doom for the soldier (Ireland).   He foresees his death, but has not yet experienced it and does nothing to prevent it.   The poem is written in the first person which gives a first hand feel for the tragic loss that the Irish soldier will experience.   (i.e. his own death).   Yeats is making a subtle commentary on the state of his modern Ireland.   He can foresee her doom, yet, unlike the subject of his poem, does not sit back and accept his fate.   The lack of a unified republic in Ireland and the ominous presence of English colonization, stand in the way of   progression for the Irish people.   Yeats writes a poetry (specifically, An Irish Airman Foresees His Death) to open the eyes of the world to the shadow of desolation that covers Ireland like an umbrella.   Lady Gregory’s son is used as a catalyst to project Yeats’ imagery of Ireland’s desperate situati... ...otism is established in a seemingly simple testament to a dead soldier.   What better way to honor the dead than to personify Lady Ireland through his character!   The passion that Yeats subconsciously incorporates into his poem equals that of his love for Ireland.   An Irish Airman Foresees His Death begins on a low and desperate note, but reaches its’ climax upon Gregory answering Ireland’s call, and ends by, essentially, posing a question to the reader.   ‘As a collective people, which side of the teeter-totter do we belong?’   He leaves his hero (Gregory) hanging in the balance of an important national question.   The poem may be about Yeats’ character foreseeing his death, but the fact remains: he is in the act of ‘foreseeing,’ he is not dead yet†¦and neither is Ireland.    Works Cited Townshend, Charles.   Ireland: The 20th Century.   New York: Oxford UP, 1998.

E Business at Cisco Essay

Introduction Cisco Systems, Inc. is an American multinational corporation that designs, manufactures, and sells networking equipments around the globe which is considered as the giant in networking. Cisco headquarters locate in San Jose, California, United States. Cisco hardware, software, and service offerings are used to create the Internet solutions that make these networks possible, giving individuals, companies, and countries easy access to information anywhere, at any time. Cisco has pioneered the use of the Internet in its own business practice and offers consulting services based on its experience to help other organizations around the world. Cisco was founded in 1984 by Leonard Bosack and Sandy Lerner, a married couple who worked as computer operations staff members at Stanford University. Richard Troiano joined later with them. The stock was added to the Dow Jones Industrial Average on June 8, 2009, and is also included in the S&P 500 Index, the Russell 1000 Index, NASDAQ 100 Index and the Russell 1000 Growth Stock Index. John Chambers is the current Chairman and CEO of the Cisco. Company revenue was US$ 46.061 billion in 2012, while its operating income was US$ 10.065 billion. Net income US$ 8.041 billion 2012 while it has US$ 91.759 billion 2012 of total assetsand total equity of US$ 51.301 billion in 2012. E – Business Innovation at Cisco Cisco’s e-business innovation has begun in early 1990s. Cisco’s annual revenues increased from $1.5 million to $340 million in 1992. Their market share rose from 50% to 85%. It was a big challenge to meet the high demands generated by rapid growth of their sales. In order to serve their customers they had to †¢Hired engineers as quickly as possible, growing the engineering staff at over 160% per year. †¢Extended telephone support hours. †¢Invested in a system to prioritize calls. †¢Built the technology to remotely diagnose problems customers had with their products. †¢Offered training courses and consultations services to customers. During early 1990s companies invest a fixed portion of their annual budget on IT. It was 0.75% in Cisco 1993. In 1994 board of directors approved to invest on implementing $15 million Oracle ERP system. It was 2.5 % of 1993 revenues and more than 3 times the previous year’s IT budget. Company also approved total budget exceed $100 million to upgrade IT in the company. That upgrade integrated all of Cisco’s systems, and provided the company with a centralized information source. Cisco tried to use information technology to overcome the issues involve with high demand. It launched an official Internet site Cisco.com, primarily dedicated to company and product information as a result of that in 1991. It also launched the Cisco Connection Online for Cisco’s customers, which include a Technical Assistance Center where customers could easily solve their technical problems, and a list of product faults and remedies for faults. It also set up electronic bulletin boards. These initiatives forced online technical assistance which simplifies the burden on Cisco’s engineers and customer service representatives. Customers could download software updates, check manuals and email Cisco employees with questions by the 1993. Cisco E-Business Models Cisco involve in Business-to-Business (B2B) e-commerce as well as the Business-to-Consumer (C2C) e-commerce. B2B Businesses can gain significant financial returns, can attract and retain customers, reduce their expenses and uplift their reputation, brand name and corporate identity with favorable return on investment with the use of the Internet and e-business strategies. It helps to increase employee productivity, support for decision-making etc†¦ B2B facilitate electronic transactions to happen between businesses. The Internet and business’s dependency on other businesses for their supplies, utilities, and services has enhanced the popularity of B2B e-commerce. Extranets are the most commonly used for B2B operations in recent time. Extranet can be consist of at least 2 intranet or more than that. B2B e-commerce allows dynamic interaction between business partners. Cisco uses extranet with their Web based EDI to coordinate among their suppliers and manufactures via the Cisco Supplier Connection (CSC) which was formally known as manufacturing Connection Online. CSC was launched in June 1998. Registered users can access this through the Cisco website. CSC has integrated Cisco’s first-tier suppliers such as Ariba, Great Plains, J.D. Edwards, Lawson, NetObjects, NetSales, OneCore, PeopleSoft, QuickMarketing, and Works.com to Cisco’s ERP order fulfillment systems and inventory databases. This provides Cisco the opportunity to respond to their customer requests in real time. Orders are check with Cisco’s current production schedule, and at the same time their first-tier suppliers get inform of any deviations from production forecasts by automatic postings on the extranet as soon as a customer place an order. Suppliers can respond immediately to requests for supplies since they get informed real time with actual orders. Since Cisco is keeps inventories CSC also keep track on inventories and transfer inventory between different manufacturers to respond to component shortages. Other than that all the purchase orders and invoices are processed electronically with the help of CSC. Cisco uses their CSC at new product introduction processes as well. It helps to share information between engineering, procurement, manufacturing, and marketing sections in each sub processes such as design, prototyping, ramp-up, quality assurance and product specification. Overall cycle time to market new products gets reduce due to this collaboration. Cisco also developed a system for automatically testing products to ensure they were up to Cisco’s specifications and ready ship. If there are failures in an assembly line or auto test, Cisco get alert immediately by the manufacture. This prevent whole batch of products get affected by a common fault. FedEx, Cisco’s shipping partner get automatically alert as soon as order ready for shipment. Then the order assign a shipping number, pick up at the manufacturer, and deliver by FedEx to the customer. Direct fulfillment is also a part of Cisco’s B2B e-commerce. It automates all the required information in-order to support direct shipping of products which are configured by suppliers, directly to customers without going through Cisco. Cisco’s B2B processes also uses Dynamic replenishment, which allows market demand information to flow directly to manufactures without any delays. B2C Cisco is not a company which implemented B2B e-commerce, they are also practicing B2C e commerce as well. They have implemented Cisco Connection Online (CCO) in-order to handle the B2B and B2C e-commerce activities. In early ages customers had to talk with a sales rep if they wanted to buy something. Due to the mistakes by sales reps and complexity of product line only about 75% of orders were entered correctly. Other 25% had to be re-entered. Cisco has introduced their e-commerce site as a solution for this. Cisco was able sold $75 million worth of products on the Internet within first 4 months. Cisco was able to overcome the issue of 25% error rate in customer orders with the introduction of their website. 27% of all orders were placed using the Internet in 1997. It was said that there were 70,000 registered users in that time and they were accessing website 700,000 times per month. This not only minimizes the error s in customer orders but also it helped Cisco to save $150 million per year by delivering technical support through the website. It increases Cisco’s customer satisfaction ratings and Cisco’s productivity was improving rapidly. Cisco upgrades their CCO regularly with the help of consulted groups known as Internet Commerce Advisory Boards (ICABs), it consist both Cisco employees as well as their customers. This is also use to do global market researches. Cisco provided localization to their first few page levels of their website since August 2000. All prices were quoted in the appropriate currency, based on an accurate exchange rate with the localization. Cisco Connection Online – CCO CCO is a portal. It consist information in Cisco’s ERP systems, databases, legacy systems, and client-server systems. CCO connects with Cisco’s extranets which they are using for their suppliers and partners. This consist of 5 modules 1.Market Place 2.Technical assistance and software library 3.Customer service 4.Internetworking Product Center 5.Cisco supplier connection (CSC) Market Place is the front-end virtual shopping center describe in above, where customers can purchase items online. It also includes equipment configuration details, prices of products and purchase requisition tools. Customers can use purchase requisition tools if they want to take print out for submission of company purchase orders. Resellers and distributors are also using this module to place their orders online. Technical assistance and software library consist of an open forum which enables customers and business partners to get online answers to their technical questions. Users also can download driver updates and utility software through this. It also includes tools provide technical assistance to identify issues in Cisco equipments and take needed preventative or repair measures. Cisco was able to save millions of dollars spending on CD burning and shipments with the introduction of software library. Technical assistance forum led users to post their questions and search for answers, interact with networking experts who are willing to offer their help. This simply creates a virtual community of technical experts and it led Cisco’s experts only to focus on critical and urgent issues. Customer service provides non-technical assistance to consumers who are looking for details like product status, price catalog, latest releases, and their service order status. Internetworking Product Center is an application use for handle order processing. This can advise users if there is any missing information in product configuration when users are placing their orders online. Therefore reworking is minimized. Since this application connects with Cisco’s order management system to its scheduling system, customers and partners can access information about the current status of their orders. E-Business Types at Cisco Cisco has implemented more than one business types in their online presence. Cisco successfully running store-front model as well as the portal model through their web presence. Other than the above 2 models they also implemented B2B e commerce and EDI as a part of their E-Business initiative since early 1990s. Store-Front Model This is the most popular e-business model in the current context. It allows users or consumers to do their shopping online without going to a physical shop. According to the statistics about 60% of the internet users involve in online shopping activities. This model allows merchants to sell their products on the Web. Online transaction processing, security, online payment, information storage should be mainly considerable factors in this model. Cisco’s storefront model include †¢Online catalog of their products †¢Order processing system †¢Secure payment system †¢Timely order fulfillment system This allows Cisco to conduct their business 24 by 7 in 365 days of the year. A shopping cart allows Cisco to display photos and descriptions their products by category (routers, switches, servers, etc†¦). Consumers are allow to browse through those categories and its’ items then selects items that they want to buy and puts them in their cart. Consumers can the check out what they have selected and those orders are sent to Cisco. (90% of these orders are directly sends to Cisco’s suppliers. Orders are process in just in time based.) According to the Cisco CEO nearly 90 % of orders placed on Cisco’s website, the Cisco Connection Online (CCO), and nearly 80% of all products were built and shipped from a supply partner, without Cisco ever physically taking possession. This shows how Cisco has utilized their e-business strategies in-order to give a better customer satisfaction. Portal Model Cisco portal model provide their consumers the chance to find almost everything relate to internetworking. Cisco provides a vertical portal. It consist information from simple switches to Data Center Management and Automation, from Routing Services to Data Center and Virtualization Services, from home consumers to ISPs. It also consists of all the information relates to examinations conduct by Cisco such as CCNA, CCNP etc†¦ EDI – Electronic data Interchange Cisco handles B2B e-commerce via the applications which are implemented for its consumers. These solutions allow Cisco to sell its’ products and services and manage their customer and supplier/partner relationships over the Internet. Cisco use their e-business strategies as a model of how to use the Internet as co-operation tool to increase the productivity and efficiency of a company by utilizing and transforming their manual process with the help of information technology. As mentioned early customers can browse product specifications and make orders via Cisco.com. That information then directed Cisco’s suppliers without any intervention of Cisco. Products are produce only after they are ordered (just in time). Therefore the amount to spend on warehouses to store products is very much little. Cisco doesn’t like to obtain many B2B relationships with the technology and the infrastructure that they work, because they consider suppliers as a time and labor intensive expense to them. Cisco has created the demand for products that can ease and speed up B2B transactions with the implementation of their Global Network Business model. Cisco tried to cut down almost all the intermediaries in-order to increase their profit margins as well as to get competitive advantages with introduce of Electronic Data Interchange in 1997. EDI helped Cisco to †¢Gained real-time access to its supplier information. †¢Experienced lower business costs in processing orders (an estimated $46 per order). †¢Improved the productivity of its employees involved in purchasing (78% increase). †¢Reduced overall order cycle time. Cisco saved $250 million per year in business expenses through their new e-business initiatives in 1997. E-Business Categories at Cisco We can categories Cisco’s e-business initiatives under few main categories. e – Procurement, e – HR, e – SCM. E – SCM All the internal information systems of Cisco can be access by all the suppliers and other partners who are in Cisco’s supply chain. This system can be identified as a distributed knowledge management system since the employees have the same access rights to information as Cisco employees. Cisco was able to integrate all collective capabilities of supply chain partners and integrates all supply chain activities with this system. This system standardizes and streamlines all the internal processes with Cisco Employee Connection (CEC). It also streamlines external processes by seamless integration with suppliers and customers in terms of Manufacture Connection Online (MCO) and Cisco Connection Online. Materials and inventory position, product availability, price information, purchase orders and changes, vendor receipt/acceptance, Invoice payments and status reporting information are all visible among partners, including design-related information and sales forecasts. Since lack of mutual trust and unwillingness to share information among the partners appear to be the greatest obstacles in the way of e-collaboration, Cisco formed strategic alliances and long-term partnerships with their suppliers and customers, based on mutual trust and win-win strategy. e- HR with Cisco Employee Connection CEC was initially launched in 1995 and it was designed to store company information. But when HR department was in trouble with handling a various HR tasks manually, Cisco tried to move their HR processes to the CEC. As a result of that Cisco successfully launched expense reporting system first. With the success of that sub system Cisco started to digitize all their HR activities. CEC provides details and many interactive tools which can be use to facilities, travel arrangements, technical documentation, human resources, training, sales and marketing, and financial matters. Other than the standard categories like products, business functions, and company and employee information, CEC also provide some other categories for specific tasks. One category is for their new recruitments. It provides details about the company and also it consists of frequently asked questions. Professional staff category provides job-specific tools relating to sales, engineering, management, and system engin eering. Cisco’s Customer Base In early ages Cisco sold router products to corporations for corporate LANs and WANs. But with the rapid growth of the Internet since mid of 1990s, Internet service providers (ISPs) became an important market for the Cisco. Due to the technological advancements in the telecommunication industry, data and voice networks has gained speed. Therefore local exchange carriers and traditional telephone companies also become important segment in Cisco’s customer base. In the present company have differentiate its customers into four major segments those are 1.Enterprises. 2.Service providers. 3.Small/medium-sized businesses. 4.Home consumers. All categories of customers having their own complex challenges, when it comes to implement and maintain global data networks, since the technology that they are dealing with rapidly change over the time. Charles Giancarlo says that â€Å"it takes an unusual level of dedication, effort, and focus from both sides in order to build some of these networks. Both sides must make an inordinate investment in order to be first to market.† When it comes to service providers or the corporate market Cisco deals with consumers who know what to do and how to do. Therefore Cisco can’t manage them as normal home consumers. These relationships are more complex that normal consumer relationships. They decide from where to buy equipment based not only the quality of the products but also factors such as companies who are willing to supply their financing and other services. Sometimes they consider firms who are assisting them in dealing with government to acquire rights of way for wiring. Therefore Cisco started to consultative, partnering role with Telco customers. Cisco trying to assists them with everything. It spread from networking products and installation to financing, support services, even up-to business-model planning. It is not enough to merely offer them a new service that can enhance quality on their network. Cisco must also advise them on how best to profit from it. Strengths / Positive Aspects When it comes to the discussion of the positive aspects of the E business module, it can be accomplished after analyzing these three types. The benefits of e-commerce can be seen to affect three major stakeholders’ organizations, consumers and society. Cisco market place became that an international marketplace without any influence, single physical marketplace located in a geographical area has now become a borderless marketplace including national and international markets. By becoming e-commerce enabled, businesses now have access to people all around the world. In consequence all e-commerce businesses of Cisco have become effective multinational companies. Operational cost saving is a big advantage because of this. The cost of creating, processing, circulating, storing and retrieving paper-based information has reduced. E-commerce has transformed the way consumers buy goods and services. The pull-type processing allows for products and services to be customized to the cust omer’s wants. Enables reduced inventories and overheads by facilitating ‘pull’-type supply chain management this is structured on collecting the customer order and then delivering through JIT (just-in-time) manufacturing. This is particularly valuable for companies in the high technology sector, where stocks of components held could quickly become obsolete within months. No more 24-hour-time constraints. Businesses can be contacted by or contact customers or suppliers at any time. Consumers can gain access to the websites on anytime, 24 in 7.Makes it possible for customers to shop or conduct other transactions 24 hours a day, all year round from practically any location. Checking balances, making payments, obtaining status and other details are some important characteristics which we can see because of using this kind of E business module, but also an international selection of suppliers, Price comparisons can be done. Customers can ‘shop’ around the world and conduct comparisons either directly by browsing different sites, or by visiting a single site where price ranges are aggregated from a number of providers and compared. Delivery processes can be improved. An environment of competition where significant discounts can be founder value added, as different retailers vie for customers. It also allows many individual customers to aggregate their orders together into a single order presented to wholesalers or manufacturers and obtain a more competitive price. This system enables more adaptive enough working practices, which enhances the quality of life for a whole host of people in society, enabling them to work from home. Not only is this more effortless and offers happier and less stressful working environments, it also potentially reduces environmental pollution as fewer people have to travel to do their ordering and other stuff. Enables people in developing countries and rural areas to enjoy and access products, services, information and other people which otherwise would not be so easily available to them. It encourages delivery of public services. When we analyze about the strengths thoroughly, and when we consider it as organization vise that site saved Cisco time and reduced the need to hire. Customers welcomed the opportunity to browse a website and solve problems on their own rather than dialing into a busy support line. Seeing the cost advantage of selling online Cisco began to provide its network products for sale on its websites and web sales grew rapidly until they accounted for the majority of Cisco’s sale. Cisco also began to look for other ways to take advantage of its website. The sales force complained that they were always asked by customers to perform routine tasks, such as re-printing a customer invoice. Cisco widened the online offerings and allowed customers to reprint invoices, ch eck the status of service orders, and even maintain and price products. In addition to making life easier for customers, Cisco employees were able to escape much data entry. Cisco soon made much more customer information available online by linking customers to the Oracle ERP system. The IT department of Cisco began to investigation with other ways to leverage the power of the Internet. The department’s efforts guided to three separate Internet initiatives: Cisco Connection Online (CCO, for customers), Cisco Employee Connection (CEC), and Manufacturing Connection Online (MCO). In those days, customers still had to talk with a sales rep whenever they wanted to make an order. In part due to the complexity of Cisco’s product or service line (all orders were in importance custom orders), only 75 percent of orders were entered correctly; the remaining 25 percent had to be re-entered. As a result, Cisco started to consider about how it could use technology to improve the purchasing procedure. An e-commerce site was completed and launched in July 1996. The site was simple but advanced enough to ensure products were precisely set up. As a result, Cisco was able to drop its customer-order error rate from 25 percent to 1 percent. Even though Cisco believed that the site was not as user-friendly as it could be, 60 percent of Cisco’s technical support was now delivered automatically via the web, Cisco’s customer satisfaction ratings were rising, and Cisco’s productivity was improving considerably as was their customers. The Cisco Employee Connection (CEC) was Cisco’s intranet site. Initially, it was deliberate to hold company info and act as an internal newsletter. It consisted only of a bulletin board of information, simple search engines, and email. But as the CCO grew in popularity and function not long after, the team tried to update the process of expense settlement. The team faced many challenging technical problems, such as linking expense app rovals with the American Express corporate card systems, and was met with significant internal resistance to change. Senior executives, who were responsible for approvals, demanded that any new system prove easier to use than the old paper-based system. Consequently, many approvals were eliminated. Cisco’s software engineers were forced to design the program internally because there were no regular programs that could handle the task. They succeeded. Cisco employees were able to submit expenses online and get refunded by direct deposit within a few days. Cisco’s Manufacturing Connection Online (MCO) was crucial in allowing Cisco to grow. Just as Cisco had problems hiring enough engineers and customer service reps, it also had long been affected by problems expanding its manufacturing operations quickly enough to meet the surging demand for its products. Faced with a choice of restricting growth or outsourcing manufacturing, Cisco chose to outsource. Originally, Cisco outsourced only a portion of the manufacturing process. Cisco still warehoused components and performed final assembly and testing before shipping finished goods to its customers. Soon, however, in order to cut costs and improve delivery times, Cisco wanted deeper relationships with its partners. They asked partners to incorporate their IT systems with it. The result was an automated order fulfillment system known as the Manufacturer’s Connection Online (MCO). The MCO allowed Cisco’s partners direct access to customer information, sales projections, and product specifications. Partners could also alert Cisco to work stoppages, part shortages, and other issues. Once a customer placed an order on the Cisco.com site, the manufacturing partner was immediately notified electronically. The manufacturer’s network immediately transmitted the order to the actual assembly line. Later, Cisco developed a system for automatically testing products to ensure they were up to Cisco’s specifications and ready to ship without the product ever leaving their manufacturing partner’s premises. Once an order was ready for shipment, Federal Express, Cisco’s shipping partner, was automatically notified, the order was assigned a shipping number, picked up at the manufacturer, and delivered by Federal Express to the customer. In the event of an assembly line problem or auto test concern, the manufacturer immediately alerted Cisco through the MCO, which then alerted the customer. Because the MCO and the CCO were integrated, customers could check on their order’s status at any time. In addition to the Cisco Connection Online, the Cisco Employee Connection, and the Manufacturing Connection Online Cisco’s accounting and HR departments featured an amazing level of automation. Cisco executives could view up-to-the-minute sales figures from around the world at any time. Additionally, Cisco was able to close its books within a day. Automated functions within HR included the capability to accept job requests online and to review and sort applicants by crucial variables, such as skill level or former employer. Flexibility was as critical as functionality to Cisco’s e-business systems. These all the capabilities are rewarded to the Cisco because of the E-business module. Weaknesses / Negative Aspects There was much hype surrounding the Internet and e-commerce over the last few years of the twentieth century. Much of it promoted the Internet and e-commerce as the solution for all ills, which raises the question. Limitations of e-commerce to organizations Lack of sufficient system security, reliability, standards and communication protocols, and security holes in software. It leads to confidential client information growing to be available to all. Rapidly evolving and changing technology, so there is always a sense of trying to ‘catch up’ and not be left behind. The simplicity with which business models can be copied and emulated over the Internet increases that pressure and curtails longer-term competitive advantage. Facing increased competition from both national and international competitors often leads to price wars and subsequent unsustainable losses for the organization. There is no real control of data that is collected over the Web or Internet. Data protection laws are not universal and so websites hosted in different countries may or may not have laws which protect privacy of personal data. Physical contact and relationships are replaced by electronic processes. Customers are unable to touch and feel goods being sold on-line or determine voices and reactions of human beings. There is no good faith between the two parties, because they are bonding with faceless computers. As people become more used to communicating electronically there could be an erosion of personal and social skills which might eventually be detrimental to the world we live in where people are more comfortable interacting with a screen than face to face. There is a possible threat that there will be enhance in the social divide between technological haves and not’s. So people who do not have technical skills become unable to secure better-paid jobs and could form an underclass with potentially dangerous implications for social stability. When we turn towards the Cisco, while the decentralized system, combined with an emphasis on staying close to the customer, had been incredibly successful for Cisco so far, it was not without problems. First, as the company grew, it became more complex, and the advancement process became more puzzled. Much of the organization was impacted when new initiatives were introduced. A major challenge was simply staying connected maintaining employees throughout the organization cognizant of current initiatives and the significance of those initiatives. In addition, it was corporate for different business units to follow initiatives that were substantially the same. Conflicts or duplications often had to be resolved by the IT department as various endeavors were implemented on Cisco’s website. There were also questions about the types of initiatives produced under the decentralized system. Because they were often influenced by customer feedback, these initiatives tended to be of the incremental, short-term variety. It was not clear how much effort was being devoted to creating true breakthrough approaches, nor was the appropriate level of effort clear. Moreover, it was becoming clear that there were opportunities to co-develop, co-design, and co engineer new e-business processes with external organizations, including clients and partners, but it was not clear exactly how to approach these possibilities or how to make them routine. Opportunities Traditional supply chains which are involving in product development, production, distribution, and sales cycles are not capable of dealing with dynamic customer demand in the current context. Businesses need to run parallel activities and higher level of flexibility in their operations in order to co-up with the rapid changes in demand. Procurement, inventory management, production and distribution are getting affected due to this nature. Businesses can accommodate e-business models deal with those demands. Cisco is also using the e-business to handle parallel activities in order to archive their business targets. 1. Cisco TAC service This is an online service, where users with a valid service contract can, get Cisco’s engineering services by describe their issues and attach files to the service request, and those requests will route the appropriate engineer as soon as possible. Users can get the help of tools that are available on Cisco.com in order to do these requests. In this way Cisco is able to manage their support calls and cases very quickly. Cisco TAC engineers are attending to the case very quickly and they even login to the faulty device using Cisco WEBEX sessions in critical issues. Cisco provides their warranty items in least amount of time to make sure the zero down time of the network. Customer satisfaction is main advantage of this service, reputation of Cisco networks are increased due to this process. By using these kinds of techniques Cisco makes their tasks very easy to manage. Cisco has great opportunity to attract more consumers and retain their existing consumers with the help of this kind of services. 2. New inventions Early 2006 Cisco introduced new product called Cisco TelePresence which has the ability to communicate with the broader community of Cisco TelePresence users with Life-size, high-definition video and CD-quality audio in a premium room environment using Collaborative tools such as presentation sharing and high-definition document cameras Services available by the hour in easily accessible public business-class locations. Recently Cisco introduced new data center family switches named as â€Å"Cisco nexus† in 2008 which will meet customer demands for next-generation mission-critical data centers. The Cisco Nexus 7000 Series, the flagship data center-class switching platform combining Ethernet, IP, and storage capabilities across one unified network fabric. Also nexus family virtual switches were introduced by Cisco to enhance the network virtualization. â€Å"Nexus 1000 V† is a virtual switch that can be used to control the data traffic among virtual machines in a data ce nter environment. Cisco nexus, Virtual switches, Cisco Techwise TV, Datacenters and clouds Virtualization, Virtual desktop infrastructure are some of the new areas that Cisco working in these days. Cisco has very good opportunity to have very good market share and profit through their new products. Ability of expand Cisco’s business in vertical and horizontal is one of Cisco’s biggest opportunities. Cisco already created the need for networking solutions to the world. They can continue on that way. They have the opportunity to introduce a complete network solution, with all the network equipments and software that need. Cisco has the ability to offer a much wider range of products since they have already acquired lot of network equipment companies. Cisco also can involve in data mining. The amount of data in the world is exploding. As more data becomes available, the ability to handle them in fast and efficient manner is so much important. Therefore Cisco can use do research work on how to use their network infrastructure to utilize that. Demand for the Cloud Computing is another opportunity. Since it is relatively new dimension and not that much competitors in that arena Cisco can play a big role in that segment. Wi-Fi Home Calling Mobile phones, Mobile Broadband are some other areas where Cisco has opportunities to increase their current market share as well as to capture new market segments. Threats Though Cisco dominates the router market, if they does not consider about the competitors they may lose the market, because small companies can take over a specific niche market. Keep implementing many changes to the Cisco e-business infrastructure is another treat. Employees, suppliers take considerable time period to get use to the new systems. Therefore if changes are happening quite often then people may get fed up with those changes since they have to adopt their work according to the new systems. Cisco’s high dependability on their suppliers is another treat. If one or many suppliers get refuse to supply the products due to some reasons then Cisco can’t deal with the demand, since more than 90% of the orders are directly fulfill by the suppliers without intervention of Cisco. Some other treats are †¢Cost of managing highly interconnected complex systems, software systems and managing customer centers/call centers is very much high. †¢Separate partnerships for borderless networking, data center and virtualization and collaboration can leads to disputation. †¢Since Cisco doesn’t sell directly to end customer, they cannot contact Cisco directly. This may leads to customer dissatisfaction. Recommendations Cisco is highly depend on their e-business strategies that are been implemented since last two decades. Those initiatives lead Cisco towards being the giant in internetworking industry. Company has automated almost all their processes with the help of IT. This is very effective and efficient in terms of time saving and cost reduction but on the other hand Cisco will be in trouble, if some issues occur in their systems. Therefore they should have alternative methods to continue their businesses even in that kind of scenario. In general it is very hard to think of alternatives when everything works smoothly enough with the power of IT, but with the rapid growth of security vulnerabilities in the internet, it is always nice to have at least a single way to continue the business processes without getting affect by those vulnerabilities. In 2001 Cisco’s stock price collapse dramatically. They lost nearly $400 billion in market value. There was lot of arguments about the company’s management, and of the inability of its information systems to anticipate and respond more effectively. An information system is only as good as the data entered into it, and if the people gathering the information fail to pick up on market signals or are unwilling to be the bearers of bad news, then the system won’t provide the warning signs that might mitigate the impacts of a major market shift. Therefore Cisco must implement a way to respond to the market changes very quickly, unless they may lose their market. Cisco’s competitors such as 3Com, AT&T provide interfaces to connect their equipments with the 3rd party vendors. But some of the Cisco equipments can’t connect like that with the 3rd party vendors. This is a drawback for them. There is a possibility of consumers may turn to some other tools due to that. Therefore Cisco should provide the facility to their equipments to interface with other vendorâ €™s. Another thing that Cisco can do is provide facility to directly communicate with Tellab’s devices. At the moment Cisco nodes can’t directly communicate with Tellab’s nodes without in-between bridge because auto generate magic numbers aren’t matching. Consumers need to have a more than average networking and technical knowledge in order to implement Cisco systems, unlike other vendors’ network equipments. Consumers who are not having appropriate knowledge about the implementation and maintenance should get help from others when they are dealing with Cisco products. This may leads consumers to go for other vendors who are producing products which can be use much easier than Cisco products. Therefore Cisco must provide easy configurations for their products or they should assist their consumers free of charge in those incidents. Then Cisco can retain their existing customers and customers will not get frustrated when working with their products. One of the main concerns is that Cisco doesn’t sell their products directly to the home users. If a home user wants to buy a Cisco product he/she must contact a Cisco partner and get the product through that partner. This should be changed. Cisco must provide all direct buying facility to all of its’ consumers, not only for the B2B consumers. Cisco can enhance their online presence in order to serve home consumers so they can directly buy Cisco products through their website. Cisco can get more sales by direct sales to home consumers since direct sales leads Cisco to promote their new products to those consumers through online marketing and promotion campaigns. They can also motivate their sales partners to attract more consumers by providing special discounts schemas for partners who are bringing more sales to the company. If we consider about Cisco’s website it has some issues in search facility. Most users are unable to search what they want through the provid ed search functionality in the website. Cisco should carefully study about what users really searching for in their website. Then company should upgrade or rework on their search functionality so user can experience more accurate search results. Cisco doesn’t provide support for the products that they no longer produce. They only provide support until after 1 year they stop the production. In networks 1 year old equipment is almost like a new product. Normally standard network equipment can be use for about 3 – 5 years. Therefore consumers who are having relatively new products can’t get Cisco support when they are having issues in their products. Sometimes Cisco completely stops support for some business units. Then consumers who are belongs to that unit will not get any patches, updates or technical assistance. If Cisco can provide patches, updates and technical assistance to all their products without eliminating any products or business units that would make consumers to believe that they are always look after by Cisco. Therefore consumers’ perception about the company will grow. Another major issue with Cisco products is that existing Cisco products can’t be upgrade easily. Consumers have to consider about various factors when they want to upgrade their existing equipments. They can’t easily replace existing node with another node. If they do so whole system can get affected due to compatibility issues. Most of the times if a network consist of Cisco equipments and there is an issue in single point it simply can’t be replaced by another same type product from another vendor. Users always have to replace it by a Cisco product. It is true that it brings sales to Cisco but on the other hand users may get fed up. Sometimes users may want to replace some nodes with some other vendors’ products due to some reasons. Therefore Cisco must think about that kind of incidents and provide necessary solutions. Cisco always tries to go with their proprietary protocols rather than open standards. This leads collision in communication between thei r products and other products. Since Cisco is not the one and only player in the network industry, Cisco should provide their consumers the facility to connect Cisco equipments with any other products without compatibility issues. This can be achieved by in lining Cisco products with open standards. The alternative to the current decentralized system was some sort of centralized organization that focused on innovation. But there were any number of ways in which the charter of this new organization could be configured. What specific activities would it be responsible for? Who would staff it? How would it be funded? How would it be evaluated? Could it be configured in such a way that efficiencies and elusive â€Å"white space† opportunities were captured without destroying the innovative spirit at Cisco or its decentralized culture? Losing either could outweigh any benefits of centralization. Cisco can consider about a Technology Research and Training Team that can study about emerging technologies and keeps business managers informed of what would soon be possible.