Final Corporate Enterprise Free Essays

Enterprise architecture is a strategic planning model of an organization. It is an important foundation that has grown from the impact of globalization and modern market dynamics. It facilitates an organization streamline technological and Information Technology (IT) strategies achieve tangible synergies and value addition in its business. We will write a custom essay sample on Final Corporate Enterprise or any similar topic only for you Order Now There are key steps, and milestones involved in the designing and implementation of this model from the corporate current state to a final corporate Enterprise Architecture (EA). The steps, standards and guidelines involved in the enterprise architecture process are discussed below. However every enterprise has its own unique characteristics meaning that there can be no particular model of enterprise architecture that suits all enterprises. The person responsible for the development of the enterprise architecture is the enterprise architect (Feurer, 2007). Step 1: Initiate the EA Program The involvement and approval of the management of the corporation bears a pivotal role in this process. Therefore the initial step would be to win the goodwill and commitment of the management team (Feurer, 2007). Step 2: Establish EA governance Effective governance demands a competent decision-making process that elaborately defines the roles and responsibilities of the parties involved in the process as well as the desired standards to be attained. Enterprise architecture governance has five fundamental viewpoints namely: organization and roles, processes, standards and templates, tools, and key performance indicators (KPIs). The responsibility of the enterprise architect will be to; define governance principles, integrating governance into the EA and identifying the relevant governance bodies to ensure the process complies with the defined EA principles (Feurer, 2007). Step 3: Define the Architectural Approach In this step the EA team defines the bridging strategy to close the gap between the current-state and the final-state. There are six major tasks in this step; to understand and utilize the enterprises operating model, draw a basic core graphic representation of the organization’s operating model that depicts the desired state of the enterprise architecture (this may require a particular template ), definition of the utilization and scope of the EA-this should be in tandem with the organization’s strategic plan, collaborate with the various stakeholders of the organization by educating the stakeholders on the benefits of the EA, the identification of the most appropriate EA framework is done at this point and lastly, the implementation of the EA is bound to demand skills that may not be currently in the organization, therefore elaborate educational and skill enhancement programs are developed at this stage (Feurer, 2007). Step 4: Develop the EA In developing the final-state EA, the basic viewpoints will have to be clearly elaborated for the purpose of accomplishing the following; collect ing information and developing an information resource base on enterprise architecture in order to develop appropriate EA products as well as carry out a gap analysis and design the way forward to the final-state, defining the final-state as it would be desired (the â€Å"to-be state), document the current-state. The current-state assessment document is meant to provide the necessary information to guide the strategy to the final-state (Cashman, 2005. p 8) (See a graphic representation of current-state assessment in appendix A). Also in this step the EA products should be reviewed and updated to comply with the desired state. This is jointly done with the subject matter experts (SMEs) (Feurer, 2007). The gaps between the current-state and final-state are analyzed with the help of a gap analysis. The way forward referred to as the â€Å"migration path† is planned. It will include a step by step process of movement from the current-state to the final-state with a focus on the resources required. Finally the approval and publishing of the EA is done. Step 5: Use the EA The Enterprise architecture is used as a strategic planning model of an organization. It will provide a collaboration platform for the EA team and the people who will implement it. In this step there is the promotion of the use of EA, the utilization of EA in procurement of the appropriate technological infrastructure, and lastly the implementation of the Corporation’s projects by the use of EA. Step 6: Maintain the EA The EA should be assimilated in the dynamics of the corporation’s business. It should be periodically reviewed with the view to adapt the necessary changes. Conclusion The evolving of enterprise architecture is a major step in the growing opportunities for innovation in any organization that seeks to comply with the global standards. As much as EA enhances the corporate image of an organization it is paramount that the corporation shares the lessons learnt with other organizations (Feurer, 2007). Appendix A The graphic representation above shows the current state of ICT in an organization’s department under five separate but interrelated topics (Cashman,2005. p 3). References Cashman, T. (2005). Current State Assessment: ICT Strategy Project. Department of Communications, Marine and Natural Resources. Retrieved February 21, 2009 from http://www. dcenr. gov. ie/NR/rdonlyres/C7917512-C6D9-43AB-8FAF-75525AC353B0/0/ICTStrategyCurrentStateAssessment. pdf Feurer, S. , (2007). Putting the Enterprise Architect in Enterprise Architecture. SAP NetWeaver Magazine. Retrieved February 21, 2009 from http://www. netweavermagazine. com/archive/Volume_04_(2008)/Issue_01_(Winter)/v4i1a09. cfm? session Feurer, S. , (2009). Building an Agile Enterprise Architecture. SAP NetWeaver Magazine. Retrieved February 21, 2009 from http://www. sapnetweavermagazine. com/archive/Volume_03_(2007)/Issue_04_(Fall)/v3i4a12. cfm? session Kreizman, G. , Robertson, B. , (2006). Incorporating security into the Enterprise Architecture Process. Retrieved February 21,2009 from http://egovstandards. gov. in/egs/eswg5/enterprise-architecture-working-group-folder/gartners-reports/incorporating_security_into__137028. pdf/download How to cite Final Corporate Enterprise, Papers

Literary Perspectives free essay sample

?English september 8, 2009 Literary Perspectives The following information was excerpted from The Bedford Introduction to Literature, 8th edition, 2079–2098 Formalist critics are primarily concerned with the language, structure, and tone of a work, otherwise known, as it’s â€Å"formal elements†. Formalists gravitate towards â€Å"intrinsic† matters in a piece of literature, in simpler terms, diction, irony, paradox, metaphor, and symbol. In a similar fashion, they emphasize larger elements, for instance, plot, characterization, and narrative technique, in order to derive meaning from a literary work. The work must stand by itself, and any information that goes beyond the text, for example, biography, history, politics, and economics is considered â€Å"extrinsic† by formalists, and therefore far less important than what happens within the confines of the text itself. Poetry, in particular, as well as drama and fiction lend themselves well as genres to the â€Å"close reading† involved in the formalist technique. Formalists might approach Kate Chopin’s â€Å" The Story of an Hour†(15) by analyzing the ironic ending of the story. Mrs. Mallard suddenly dies of a heart attack, not because her husband has died in a horrific train crash but because she has learned that he is very much alive. The disparate nature between what is expected to transpire and what actually happens creates a complex irony which formalists value immensely over simple surprise tactics. Some formalist critics reject the use of the author’s biography as a tool for textual interpretation. From a biographical standpoint, however, knowledge of an author’s life and experience are central to a full and comprehensive understanding of his or her writing. Relevant facts about the author’s personal existence will not necessarily enhance or detract from the quality of any given literary work, but such information is considered pivotal by biographers in the extent to which it exposes how personal experience drives the content of his or her writing. A biographical approach to literature can often enrich a reader’s interpretation of an author’s work; it can also complicate that appreciation as in the case of Chopin’s â€Å"The Story of an Hour†. One might expect from a biographical approach to unveil deep discontentment in Chopin’s own marriage reflective of Mrs. Mallard’s malaise. By all accounts, Chopin appears to have been very happily married in reality, and biographers agree that Chopin’s marriage was not a source of oppression in her personal experience. While biographers speculate about a writer’s own motivations, psychological approaches explore the motivations of characters and the symbolic meanings of events- conscious or unconscious-in a literary work. Psychological criticism draws upon psychoanalytic theories, especially those of Sigmund Freud or Jacques Lacan to understand more fully the text, the writer, and the reader. The existence of a human unconscious is central to any psychological strategy; Impulses, desires, and emotions that a person is oblivious to on a conscious level, but which nonetheless have a major impact on human emotion and behavior. A psychological reading of Chopin’s â€Å"The Story of an Hour† certainly exposes Mrs. Mallard, upon learning of her husband’s alleged death, experiencing powerful unconscious desires for freedom that she had previously suppressed. Such analysis might lead to an interpretation of Mrs. Mallard’s life set firmly in the confines of the destructive nature of self-repressive tendencies. Historical criticism moves beyond the facts of an author’s personal life (conscious or unconscious) and the text itself in an effort to examine the social and intellectual currents in which the author composed the work. A historical approach to literature emphasizes the link between the historic context of a work and a modern reader’s understanding and interpretation of the work. The 1960’s saw the development of â€Å"New Historicism† which places the text firmly in the period in which it was written, and examines that period from a political, economic, social, and aesthetic standpoint. For example, a new historicist might examine Chopin’s â€Å"The Story of an Hour† within the context of prevailing attitudes toward women at the time, as well as medical diagnoses of â€Å"nervousness† and â€Å"hysteria† as common, for women of that era, who led lives considered overly independent by their contemporaries. The doctors who diagnose Mrs. Mallard’s death as having been caused by â€Å"the joy that kills† are not delusional or ignorant; they represent a contrasting set of values that are historic and very much steeped in reality. New historicists therefore sensitize us to the fact that the history on which we choose to concentrate is tainted by our examination of it from our own present â€Å"truth†; This reconstruction of the past undeniably affects the meaning we derive from a literary work. Mythological critics may specialize in history, classical literature, psychology, cultural history, and classical literature, but the chief emphasis is on the assumptions and values of various cultures. Mythological readings represent the broadest approach because they discuss the cultural and universal responses readers have to a work. Mythological criticism seeks to identify what in a work creates deep, universal responses in readers, regardless of how, when, and, where they live. A cultural critic might approach Chopin’s â€Å"The Story of an Hour†, by reflecting on the dangers of train travel in the 1890’s. Or, he or she might focus on how physicians often misdiagnosed heart disease in Mrs. Mallard’s culture, or used it as a metaphor for a variety of emotional conditions. In this manner, the mythological approach attempts to create a wider and more informed understanding of the written word. Drawing on the emphasis placed by mythological critics on cultural value systems, Gender criticism is an approach to literature that examines ideas about men and women, and in particular the social constructs which envelop notions of masculinity and femininity within particular cultures. Sexuality is examined as more complex than male or female, heterosexual or homosexual. Gender criticism, therefore, has come to include gay and lesbian criticism as well as feminist criticism. Feminist criticism seeks to supplement a traditionally male-dominated critical perspective with a feminist consciousness. Feminist theories also attempt to understand representation from a woman’s point of view and to explain women’s writing strategies as specific to their social conditions. A feminist reading of Chopin’s â€Å"The Story of an Hour† might point to the psychological stress created by the expectations that marriage places on Mrs. Mallard, expectations that ultimately lead to her demise. Gay and lesbian criticism focuses on how homosexuals are represented in literature, how they read literature, and whether sexuality, as well as gender, is innate or socially constructed. A gay and lesbian reading of Mrs. Mallard’s ecstatic relief at the end of her marriage, brought on by the presumed death of her husband, might also indicate a rejection of her heterosexual identity. Of course, gay and lesbian readings often cause significant controversies among critics, but they have certainly opened up provocative discussions of seemingly familiar texts. In a sense, all critical approaches concern themselves with a reader’s response to literature, but the consciousness of the reader rather than the work itself is the only focus of Reader-response criticism. The emphasis is on what goes on in the mind of the reader during the process of reading a text. In essence, we receive a reading of the reader, who comes to the work with certain expectations and assumptions, which are either met or not met. Chopin’s â€Å"The Story of an Hour† illustrates how reader-response critical strategies read the reader. How the reader responds to Mrs. Mallard’s epiphany upon learning of her husband’s presumed death is never, from this perspective, entirely controlled by Chopin. A reader who has recently lost a spouse, might find Mrs. Mallard’s â€Å"joy† certainly selfish and â€Å"monstrous†. On the other hand, someone whom has lived through repression of any nature, especially within the confines of the institution of marriage will undoubtedly gleam an entirely different message from Mrs. Mallard’s â€Å"joy† on this occasion. By imagining different readers, we can decipher a variety of responses to the story that are influenced by the readers’ own beliefs, memories, or experiences with marriage. In this manner, reader-response criticism opens up literary works to a bountiful number of interpretations.

Strategic Management Essays - Strategic Management, Management

Strategic Management What is Strategic Management? Strategic planning is a process to provide direction and meaning to day-to-day activities. It examines an organization's values, current status, and environment, and relates those factors to the organization's desired future state, usually expressed in five- to ten-year time periods. The organization may be a program, school, school district, public or private agency, or any other institution that wishes to control its future. If the organization existed in a static environment in which no change was necessary or desired, there would be no need for strategic planning. But, our environment is changing -demographically, economically, and culturally. Thus, strategic planning is both a reaction to, and a tool for adapting to, those changes and creating an organization's future within the context of change. McCune describes strategic planning as a process for organizational renewal and transformation. She identifies another difference between long-range planning and strategic planning: in long-range planning, goals and projections are based on the assumption of organizational stability, while in strategic planning; the role of the organization is examined within the context of its environment. Strategic planning provides the means for an organization to adapt its services and activities to meet changing needs in its environment. It provides a framework not only for the improvement of programs but also for the restructuring of programs, management, and collaborations, and for evaluation of the organization's progress in these efforts. (1) What Does It Involve? As a process, strategic planning involves an orderly sequence of activities, each vital to the success of the whole. Strategic planning activities include: 1. Assessing the external environment. 2. Assessing internal capacity. 3. Developing goals and objectives. 4. Implementing the plan. 5. Measuring progress and revising the plan.(1) The planning process depends on a formal information system. The external and internal assessments provide a reality base on which to build future plans. The vision or mission identifies the organization's purpose and its desired future state. The process of internal assessment and future visioning may uncover, with in an organization, differing views of its purpose, its current level of effective ness, and its potential for the future. Thus, consensus building may be an important element of these phases. Once consensus is reached, the practical steps necessary for reaching that future state over a given period of time - the goals and objectives of the organization can be identified and actualized in the implementation phase. Evaluation and revision occur at the end of the planning cycle, but may occur at any stage with in the planning process. Why Do It? In the simplest terms, a strategic plan can help improve performance. School staff or members of any organization, can become so bogged down in routine functioning and daily challenges, they can lose sight of the organization's purpose. A strategic plan cannot only refocus members' sense of purpose, but can stimulate future-oriented thinking based on a shared sense of mission. Collaboration between members of an organization is more effective when everyone is working with in the same set of assumptions and toward the same goals. Today's educational system must cope with changes in demographics, family patterns, and workplace requirements. Many of these changes provide interrelated challenges to the system. Viewing them as a web of problems may be overwhelming; putting them in the perspective of an organized strategic plan allows the organization to deal with them in a coordinated way, addressing pieces of the problems as part of a progression toward a total solution.(3) This allows the organization to influence its environment and take control of its future, rather than reacting to it. Strategic planning is not an appropriate activity for every organization at all times. When an organization is in crisis, when its very existence is in question, the crisis must be addressed before any other activity is initiated. Strategic planning makes no sense when the organization's future is in doubt. Developing goals and objectives. Who, what, when, where, why, and how is not only the mantra of journalists, it is also the guideline for developing goals and objectives. And, the future vision of the organization- the why- is the guiding force in their development.(1) Specific goals, what is to be achieved, are identified to help move the organization from its current

Origins of the Vietnam War From 1945â€1954

Origins of the Vietnam War From 1945–1954 The causes of the Vietnam War trace their roots back to the end of World War II. A French colony, Indochina (Vietnam, Laos, and Cambodia) had been occupied by the Japanese during the war. In 1941, a Vietnamese nationalist movement, the Viet Minh, was formed by Ho Chi Minh to resist the occupiers. A communist, Ho Chi Minh waged a guerrilla war against the Japanese with the support of the United States. Near the end of the war, the Japanese began to promote Vietnamese nationalism and ultimately granted the country nominal independence. On August 14, 1945, Ho Chi Minh launched the August Revolution, which effectively saw the Viet Minh take control of the country. The French Return Following the Japanese defeat, the Allied Powers decided that the region should remain under French control. As France lacked the troops to retake the area, Nationalist Chinese forces occupied the north while the British landed in the south. Disarming the Japanese, the British used the surrendered weapons to rearm French forces that had been interned during the war. Under pressure from the Soviet Union, Ho Chi Minh sought to negotiate with the French, who desired to retake possession of their colony. Their entrance into Vietnam was only permitted by the Viet Minh after assurances had been given that the country would gain independence as part of the French Union. First Indochina War Discussions soon broke down between the two parties and in December 1946, the French shelled the city of Haiphong and forcibly reentered the capital, Hanoi. These actions began a conflict between the French and the Viet Minh, known as the First Indochina War. Fought mainly in North Vietnam, this conflict began as a low level, rural guerrilla war, as Viet Minh forces conducted hit and run attacks on the French. In 1949, fighting escalated as Chinese communist forces reached the northern border of Vietnam and opened a pipeline of military supplies to the Viet Minh.   French paratroopers taking part in Operation Castor, a parachute drop on Dien Bien Phu in the Thai district during the Indo-China war. Hulton Archive/Stringer/Getty Images  Ã‚   Increasingly well-equipped, the Viet Minh began more direct engagement against the enemy and the conflict ended when the French were decisively defeated at Dien Bien Phu in 1954. The war was ultimately settled by the Geneva Accords of 1954, which temporarily partitioned the country at the 17th parallel, with the Viet Minh in control of the north and a non-communist state to be formed in the south under Prime Minister Ngo Dinh Diem. This division was to last until 1956, when national elections would be held to decide the future of the nation. The Politics of American Involvement Initially, the United States had little interest in Vietnam and Southeast Asia, however, as it became clear that the post-World War II world would be dominated by the US and its allies and the Soviet Union and theirs, isolating communist movements took an increased importance. These concerns were ultimately formed into the doctrine of containment and domino theory. First spelled out 1947, containment identified that the goal of Communism was to spread to capitalist states and that the only way to stop it was to â€Å"contain† it within its present borders. Springing from containment was the concept of domino theory, which stated that if one state in a region were to fall to Communism, then the surrounding states would inevitably fall as well. These concepts were to dominate and guide US foreign policy for much of the Cold War. In 1950, to combat the spread of Communism, the United States began supplying the French military in Vietnam with advisors and funding its efforts against the â€Å"red† Viet Minh. This aid nearly extended to direct intervention in 1954, when the use of American forces to relieve Dien Bien Phu was discussed at length. Indirect efforts continued in 1956, when advisors were provided to train the army of the new Republic of Vietnam (South Vietnam) with the goal of creating a force capable of resisting Communist aggression. Despite their best efforts, the quality of the Army of the Republic of Vietnam (ARVN) was to remain consistently poor throughout its existence. The Diem Regime South Vietnam President Ngo Dinh Diem (1901 - 1963) watching an agricultural show just minutes after an assassination attempt had been made on his life. Keystone/Stringer/Getty Images  Ã‚   A year after the Geneva Accords, Prime Minister Diem commenced a â€Å"Denounce the Communists† campaign in the south. Throughout the summer of 1955, Communists and other opposition members were jailed and executed. In addition to attacking the communists, the Roman Catholic Diem assaulted Buddhist sects and organized crime, which further alienated the largely Buddhist Vietnamese people and eroded his support. In the course of his purges, it is estimated that Diem had up to 12,000 opponents executed and as many as 40,000 jailed.  To further cement his power, Diem rigged a referendum on the future of the country in October 1955 and declared the formation of the Republic of Vietnam, with its capital at Saigon. Despite this, the US actively supported the Diem regime as a buttress against Ho Chi Minh’s communist forces in the north. In 1957, a low-level guerrilla movement began to emerge in the south, conducted by Viet Minh units that had not returned north after the accords. Two years later, these groups successfully pressured Ho’s government into issuing a secret resolution calling for an armed struggle in the south. Military supplies began to flow into the south along the Ho Chi Minh Trail, and the following year the National Front for the Liberation of South Vietnam (Viet Cong) was formed to carry out the fight. Failure and Deposing Diem The situation in South Vietnam continued to deteriorate, with corruption rife throughout the Diem government and the ARVN unable to effectively combat the Viet Cong. In 1961, the newly elected Kennedy Administration promised more aid and additional money, weapons, and supplies were sent with little effect. Discussions then began in Washington regarding the need to force a regime change in Saigon. This was accomplished on November 2, 1963, when the CIA aided a group of ARVN officers to overthrow and kill Diem. His death led to a  period of political instability that saw the rise and fall of a succession of military governments. To help deal with the post-coup chaos, Kennedy increased the number of US advisors in South Vietnam to 16,000. With Kennedys death later that same month, Vice President Lyndon B. Johnson ascended to the presidency and reiterated the US commitment to fighting communism in the region.

Argon Cluster and Graphene Collision Simulation Experiment

Argon Cluster and Graphene Collision Simulation Experiment Formation of Nanopore in a Suspended Graphene Sheet with Argon Cluster Bombardment: A Molecular Dynamics Simulation study Abstract: Formation of a nanopore in a suspended graphene sheet using an argon gas beam was simulated using molecular dynamics (MD) method. The Lennard-Jones (LJ) two-body potential and Tersoff–Brenner empirical potential energy function are applied in the MD simulations for different interactions between particles. The simulation results demonstrated that the incident energy and cluster size played a crucial role in the collisions. Simulation results for the Ar55 –graphene collisions show that the Ar55 cluster bounces back when the incident energy is less than 11ev/atom, the argon cluster penetrates when the incident energy is greater than 14 ev/atom. The two threshold incident energies, i.e. threshold incident energy of defect formation in graphene and threshold energy of penetration argon cluster were observed in the simulation. The threshold ene rgies were found to have relatively weak negative power law dependence on the cluster size. The number of sputtered carbon atoms is obtained as a function of the kinetic energy of the cluster. Keywords: Nanopore, Suspended graphene sheet, Argon cluster, Molecular dynamics simulation Introduction The carbon atoms in graphene condense in a honeycomb lattice due to sp 2-hybridized carbon bond in two dimensions [1]. It has unique mechanical [2], thermal [3-4], electronic [5], optical [6], and transport properties [7], which leads to its huge potential applications in nanoelectronic and energy science [8]. One of the key obstacles of pristine graphene in nanoelectronics is the absence of band gap [9-10]. Theoretical studies have shown that chemical doping of graphene with foreign atoms can modulate the electronic band structure of graphene and lead to the metal to semiconductor transition and break the polarized transport degeneracy [11-12]. Also, computational studies have demonstr ated that some vacancies of carbon atoms within the graphene plane could induce a band-gap opening and Fermi level shifting [13-14]. Graphene nanopores can have potential applications in various technologies, such as DNA sequencing, gas separation, and single-molecule analysis [15-16]. Generating sub-nanometer pores with precisely-controlled sizes is the key difficulty in the design of a graphene nanopore device. Several method have been employed to punch nanopores in graphene sheets, including electron beam from a transmission electron microscope (TEM) and heavy ion irradiation. Using electron beam technique, Fischbein et al.[17] drilled nanopores with the width of several nanometers and demonstrated that porous graphene is very stable; but, this method cannot be widely used because of its low efficiency and high cost. Russo et al. [18] used energetic ion exposure technique to create nanopores with radius as small as 3Å. S. Zhao et al. [19] indicated that energetic cluster irra diation was more effective in generating nanopores in graphene, because their much larger kinetic energy could be transferred to the target atoms. Recent experimental works have further confirmed that cluster irradiation is a feasible and promising way in the generation of nanopores [20]. Numerical simulations have demonstrated that, by choosing a suitable cluster species and controlling its energy, a nanopores of desired sizes and qualities can be fabricated in a graphene sheet [19].

An Exploratory Study of Sanofis Strategy on Employee Retention Essay

An Exploratory Study of Sanofis Strategy on Employee Retention - Essay Example 12 a.2 Talent Management, Succession Planning, and the Integration of Learning and Development with Employee Relations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 a.3 Competitive Remuneration and Reward Strategies †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 16 a.4 Maintaining the Goodwill of the Company †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 a.5 Effective Leadership and Management Style †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 a.6 Work Flexibility and Work-and-Life Balance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 21 III. Research Methodology †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 a. Framework of the Research Survey Study Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 b. Quantitative Research Survey Questionnaire Design †¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 26 c. Research Hypothesis ................................................................................ 27 d. Site Settings, Population and Sample Size †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 28 d. Research Ethics †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 29 IV. Research Findings and Discussion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 a. Research Findings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 30 a.1 Baby Boomers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30 a.2 Generation X Employees †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 34 a.3 Generation Y Employees †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 37 b. Discussion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 40 V. Conclusion and Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 43 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 46 Appendixes... The firm that is analyzed in the paper is Sanofi, a global pharmaceutical company that is committed in discovering, developing and distributing a wide-range of therapeutic products such as vaccines that could protect the immunized individuals against 20 different infectious diseases and medicines that could effectively solve health problems related to atrial fibrillation, atherothrombosis, cancer, cardiovascular diseases, diabetes, central nervous system (CNS) disorders, medical aesthetics, mental health disorders like schizophrenia, epilepsy and bipolar disorder, metabolic disorder, oncology, and deep vein thrombosis. Since 1999, Sanofi managed to establish offices in almost 110 countries around the world. To serve the constantly increasing demand for Sanofi products, this company is maintaining more than 100,000 highly committed professional staff that aims to provide healthcare solutions to healthcare professionals and patients worldwide. To attract and retain its employees, the c ompany take care of their valuable assets by providing their staff with a rewarding work environment, offer them with competitive remuneration packages, and provide them with equal opportunities for further training and career development. Failure to satisfy the specific needs and wants of Sanofi’s current employees could increase the risks wherein its employees could be easily pirated by another similar company. In the long-run, having a weak and ineffective employee retention stratey could cause Sanofi to lose some of its long-term customers and top-most secrets behind its past and future research and development projects to its close competitors.

International Economic Problems Coursework Example | Topics and Well Written Essays - 750 words

International Economic Problems - Coursework Example It measures the average price of goods relative to the average price of goods of trading partners. a. The Calculation of the multilateral trade-weighted annual U.S. dollar exchange rates (USD per unit of foreign currency) with respect to four major trading partners of the United States: Canada, Mexico, China, and Germany, from 2007 (normal time) to 2013 (not so normal time) involves aggregation that take the following form: (Please note that weights are the volumes of US trade (exports + imports) with each trading partners). The weights for the j currencies included in the TWI are then calculated by re-scaling the trade shares so that they sum to 100. The inverse of the share of trade accounted for by the currencies included in the TWI basket, which make up at least 90 per cent of U.S’s total merchandise and services two-way trade. c. Calculate the real value of multilateral trade-weighted monthly average U.S. dollar exchange rates (use CPI of each nation to convert nominal exchange rate to real exchange rate. Index the real values of multilateral trade-weighted exchange rates (2007 = 100). d. With help of excel make two line graphs of the multilateral trade weighted-average monthly exchange rates (the nominal and the real). Write a short essay (about 100 words) on the performance of trade-weighted U.S. dollar exchange rates and its possible effects on U.S. trade with major trading partners. The exchange rate plays an important role in the tradable sector of the U.S. economy since movements in the exchange rate affect both the demand and supply of export and imports. The rise and fall of the exchange rate of the major trading partners of the U.S. is therefore an important point to the analysis of the U.S. economy. The unstable foreign currency value of the dollar over the past years and the increase in the U.S. price inflation recently have caused rippled pressure and concerns on the depreciating value of the U.S. dollar. Both