Violence In Philadelphia Research Paper Example | Topics and Well Written Essays - 2250 words - 1

Violence In Philadelphia - Research Paper Example The society is headed for ethical and societal deterioration due to such criminal activities and lawlessness. Several organizations and centers have come into action to improve the conditions of the city by improving the morale and anger-management in the youth. These intend to improve the upcoming generations and simultaneously control the violence in Philadelphia. Apart from this, numerous pointers have also been identified by the local residents of Philadelphia through a community forum. These include law enforcement and severe penalties for those in defiance of the law. It also encourages the parental involvement in children’s lives in order to exercise control over them. Some have recognized the publicity of horrors the families of the unfortunate victims go through in order to make them realize the extent of these activities. An opinion has also arrived about controlling unwanted pregnancies by teenagers. The unwanted children have also become a factor of breeding hatred in the generations. Philadelphia is a one of the largest and most populous cities of Northeastern United States, lying in the Common Wealth of Pennsylvania. It was once the capital of United States before the capital was shifted to Washington. Philadelphia is said to be enriched with cultural and traditional background, historical occurrences and symbolism. Philadelphia is known by other names as well like â€Å"Philly† and â€Å"City of Brotherly Love†. According to a source, â€Å"(Philadelphia) is the sixth most populous city in the US, fifth largest city area by population in the US, and the US’s fourth largest consumer media market† (Pennsylvania). It is believed that 1.5 million people reside in the city alone. Philadelphia has contributed immensely to the American history, serving as the grounds for American Revolution and American Independence efforts initiated by Benjamin Franklin back in the 18th century. It was

Hacker Culture and Cyber Security Issues Assignment

Hacker Culture and Cyber Security Issues - Assignment Example Black hat hackers are the most daring because they use their knowledge to obtain information and data for their own personal gains or with the intention of disrupting network systems. These are the hackers that have given hacker culture a bad reputation in America because they have been involved in activities of getting military secrets and accessing banks secret information. On the other hand, white hat hackers use their knowledge and skills to develop computer securities while grey hat hackers are mainly motivated by money. In this new era of digital, cyber crime is the most imperative type of crime that worries many people around the world. Government agencies, financial institutions, businesses and other entities that store their data and information in digitals should be aware of possible breaches of security in their data. This is because very sensitive data such as financial accounts and social security can be accessed and manipulated by other people with wrong intentions. The se people commonly referred as hackers use their outstanding knowledge to find out weaknesses in computer networks. Multitude of reasons such as challenge, profit and protest is what motivates them to cracking into other people’s computer system to get information. ... In addition, the advancing technology has increased international treaty of crimes committed through computer networks and internets (Fideral Bereau of Investigation, 2010). Some of the crimes that take place in the internet are computer related fraud, violation of internet security, child pornography and information hacking. Although many people do not know much about hackers, they are aware of the cruel damage they can accomplish in computer networks. This is because they have the capability of circumventing security to get into the unauthorized systems. Today’s cyber world has been facilitated by different hacker cultures which are made of both good and bad hackers. Accessing information and data from network systems and selling in the black market has become a way of life for many hackers in the nation. They have reshaped their own place in the current technological societies by robotic lifestyle (Seltzer Law, 2012). Hacker culture, which was considered as part of undergro und activity, is now part of the modern societies that consist of very educated criminals. This is because nowadays due to growth of technology at an alarming rate, societies are getting accustomed to hackers’ threats. This has created security concerns for businesses, public institutions and individuals across the world. Although the government is making positive steps to deter cyber crimes, it is unable to keep the pace of groups and individual hackers (Federal Bureau of Investigation, 2011). The pledge of computer system hacking was first developed by students from Massachusetts Institute of Technology (MIT) in 1800s. They created a blueprint that facilitated their skills to break through telephone companies. These skills were then developed and allowed the students to break into

Full case study analysis of a company (Apple) Essay Example for Free

Full case study analysis of a company (Apple) Essay Locating the company in its environment. This is where you set the scene and so you should Offer a brief overview of the company (from your own research or the case material provided). Put the company in its context, which will be international or global. At this point you will start to use the various analytical tools available to tell me about the environmental opportunities and constraints operating on the company and its industry. PESTEL is the usual device employed. You should also analyze the characteristics of the industry and business in which the company has to compete and here you should employ the 5 Forces of Competition analysis carried out in some analytical depth. Note: You could emerge from this first analysis with a PARTIAL SWOT, which is drawing out the opportunities and threats facing the firm. After having analyzed the company’s environment, the focus moves to the company itself by conducting an internal analysis where the objective is to identify the capabilities and resources developed by the company. This will be carried out through the application of some well tried analytical instruments, such as the value chain, the threshold and distinctive resources and competencies framework and the VRIO framework. Note: You should be able by now to complete the above SWOT analysis by identifying the strengths and weaknesses of the company. Finally, you should now be able to define the competitive position of the company in relation to the Generic Strategy chosen. Part two: The selection of strategic options You should emerge from this Phase with an inquiry based view of your company’s level of business success and what it must do to sustain that success and continuously improve. Which are the main options for growth? To answer this question you can refer to the Ansoff Matrix and – if the company is part of a larger diversified corporation to the Boston Consulting Group (BCG) Matrix. Somewhere in this phase you will need to appraise the company’s financial state of health using well-established measures of efficiency and profitability. But please take note that we do not cover finance in our twelve weeks together but my expectation is that your studies in corporate finance (Financial Accounting and Management) should equip you to include a commentary on Apple financial predicament. Part three: Your strategic solutions for the company’s ongoing health Now that you have derived a picture of your Company’s state of health, can it be improved—what medicine can you offer? So, phase/part three is about Strategic options for the future. There could be many but which strategic option/s would you recommend and why? Are you happy that your choices are derived from your systematic analysis of the company at Phases one and two? Are they feasible? Can they be resourced? Can they be implemented and sustained?

Advantage And Disadvantage Of Fixed Budget Accounting Essay

Advantage And Disadvantage Of Fixed Budget Accounting Essay However from a birds- eye view, budget can be defined as a management tools that put the managers in control of a finical health of the organisation. The objective of the budget is to measure of the financial structure of the organisation and budget is a tool that forces management to be accountable in a structured and objective way. How manager manage the budget is key to their value. Budget facilities the planning and resources allocation and help to estimate, itemised, analysis and examined the entire product and service that organisation offers to customer. (Seer, 2000, p.187). Budgeting is a simple process of consolidating budget and adhere them as closely as possible (Maitland,2000). It is a process turns manager attitudes forward looking to the future and planning; managers are able to anticipate and react accordingly to the potential problem before it arises. Budgeting process allows manager to focus on the opportunities instead of figuratively. The budget system provides sustainability to business process within an organisation. It is an utmost important process to the management. In other word by some researchers few business plan to fail but many of those that collapsed failed to plan (Horngren, C. et al., 2000) The aim of budgeting is to give management an idea how well the organisation is projecting the income goals and how well the organisation managing the working capital. The budgeting exercise should able to increase the profit, reduce inappropriate expenses and it also helps to expand the markets (Thomsett, 1988, p.5). To achieve the budgeting aim, the management needs to build a budgeting system (Viscione , J. 1984). A budget system varies from organisation to organisation and it is not unitary concept. The fundamental concept of budget system involves estimating future performance of the organisation, comparing the actual performance to the budget and analysis the deviation of actual result against the budget. The factors that determining the type or style of an organisation depend on the type of organisation, the leadership style, the method of preparation and desired result (Cherrington Cherrington, 1973, p.226) In general budgeting can be categories into two primary categories (Cohen, J. et al., 1994) which are operational budget and financial budget Operational budget covers revenues and expenses which involve day to day core business of the organisation which is normal operation activities. The main elements of the organisation operational budget include sales, production, inventory, materials, labours, overheads and R and D budgets. Financial budget controls the organisation financial aspect of the business. These budgets disclose the influences of the operational budget on the organisation, financial position and potential revenues. Financial budget include cash budget, capital expenditures budget, balance sheet and income statement. There are many available methods of budgeting are available and it is important for the management to decide the correct methods that suits the organisation. Generally, management choices on how to start preparing budget fall into one of three major approaches (Rasmussen, Eichorn, 2000, p.19) which are: Top-Down, Bottom- up and Top-down/bottom up. Please refer to figure 1 for Top-down and Bottom-up approaches. Figure 1: Top-down versus Bottom-up approaches Source: Rasmussen, Eichorn, 2000, p.20-25 Main Body Part A (i) Budget approaches adapted by United Consultancy United Consultancy had presently adapted the approach of static budget while preparing the budgeting. Static Budget is also known as fixed budget. Accordingly to Chartered Institute of Management Accountants of England, a fixed budget is a budget outline to remain unchanged irrespective of level of actual activities attained. A static budget will reflect the expected result or revenues of a budgeting year (Hansen and Mowen, 2011) of a responsibility centre for one level of activities. Normally fixed budget will be prepared in advance before the financial year as the cost classified as fixed and it will not very in direct proportion of the level of activities. Fixed budget approaches are widely adapted by service industry (Reeve and Warren, 2007) and partly by some administrative functions of manufacturing companies such as purchasing, engineering and accounting. Fixed budget is used as an effective tool of cost. If, the level of activities attained are varies from the budgeted activi ties then fixed budget become ineffective. Comparatively, fixed budget is only suitable for fixed expenses. A fixed budget is appropriate under static condition. Advantage and disadvantage of Fixed Budget Small business and service industries needs an overall budget to survive Fixed budget is most widely used by service and small industries as it help to track on control the spending. At the same time fixed budget can cause more problems rather than giving a solution. A fixed budget will capitalised the calculation fixed expenses and help to forecast the bills to be paid by the business. For the variable expenses, fixed budget provides maximise spending limits and it helps to control the finances. The advantage of fixed budget is to help the business to prioritise the expenses. Fixed budget clearly distinction between the businesses needs and wants by forcing the business to remain consistent, it will also ensure that the bills are paid on time. The disadvantage of fixed budget as its operates to one level of activity- the planned activity and it does not account for the business unpredictable activity. The actual always will be captured by a level of activity which is significantly difference from the planned activity. For example, to compare the actual production cost increased at production levels of 1000 units against a standard based on planned activity of 500 units could be misleading. Management will mislead thinking into that the production costs are out of control. An increase in production cost is avoidable as volume increases and it does not means that there is problem on increase cost occurred. Hiring Consultant for Future budgeting for United Consultancy A consultant is who has a position to have a certain level of influences over an individual, a group or an organisation but who has no absolute power to make or to adapt changes into the organisation. It is the employee of the organisation has the power to decide whether to accept and implement the changes into the organisation. The consultant brings specialised skills, knowledge, expertises or accessing certain information into the organisation. Scott Hascall (2002) had analysed the advantage and disadvantages of consultants and United Consultancy need to consider before hiring consultants for involving in preparation of future budgets. Advantage of consultants The consultants are import and hired to fill competency gap in the organisation. According to Drucker (1979) suggested management consultant is an extraordinary and indeed a unique phenomenon as consultancy has the management skills, techniques, knowledge are best learned through exposures to and experiences with many industries as the typical executives lack of this kind of exposure. As Drucker notes, The executive works with same organisation or most with very few. Executives lack exposure and cannot gain it nor can be stimulate it. Consultant will able to transform the organisation and gain the exposure at the same time will add significant value by reducing the problem resolution cycle time (Hagedorn, 1982). United Consultancy will be hiring consultant for preparation for future budget as it will bring new Idea, proficiency and impartiality objective (Gattiker and Larwood, 1985). Ifinedo (2011) had surveyed the impacting factor of consultants such as management, support, business, vision and external expertise. The result was found that all these factors influences the business system but the effect of external quality expertise was more important compared to the other factors Disadvantage of consultants An organisation hiring a consultant to bring as it will bring the required expertise, knowledge and experience to the organisation. Accordingly to Kelly (1979) hiring external consultant will be expensive as the payment will be based on their specialised skill in the respective field compare to internal consultant. An external consultant will not available at the right time and not easily accessible to the organisation as the internal executives. At the same time, and they are lack knowledge of organisation culture and working environment. Nonetheless consultants have the great level influences the senior management. A research by Norbck and kerblomMaster (2003) had highlighted that engagement of uncommitted management and inexperienced executives would lead to give an opportunity to consultants to take advantage of the situation and act to their benefit and attaining their own goals. There the experiences and capabilities of management consultants are critical for successful on management of consultants. One of most important factor to take into account when hiring consultants was mentioned by Luo and Liberatore (2009) which examined consultants objective and goals. The organisation main objective is to improve the performances while the consultants other goals such as knowledge acquisition and business growth. To overcome the situation, the organisation must well coordinate with consultants to achieve the desired goals. Part A (ii) United consultancy using Activity- based costing (ABC) for the allocation cost based fixed and varioable expenses. An effective planning of fixed and variable cost as follows: Planning to determine the variable overhead activates that add value for customers using the product and service Effectively planning to use the cost drivers in different level of activities. At the start of the fiscal year, a substantial percentage of fixed overhead are predetermined compare to variable. When the United Consultancy budget the fixed overhead cost, they should select the appropriate level of activity that will benefit the United Consultancy over long terms. This is a strategic decision. The key differences are how fixed costs are fixed to level activity and variable costs are allocated to level of activity. Actual Costing Standard Costing Fixed Cost Actual Prices Actual inputs are used Standard Prices Standard inputs allowed for actual output Variable Cost Actual indirect rate Actual inputs used Standard variable cost allocation rate. Standard quality of cost allocation base allowed for actual output. Activity- based costing has involves the following stage: Identify the level of activity that resources and cost to be associate. Identify the cost drivers linked level of activity. A cost driver is any factor that cause on drivers and activity cost. Calculate a cost rate per cost driver. Each activity should multiple cost drivers Assign cost to products by multiplying the cost driver rate by volume of cost driver units consumed by the products. Indentify level of activity that resource is most engaging and challenging which based on activity based costing. A cost advantage rules that companies identify most important activity. Non Value added activities will be identified and these can be eliminated to improve the efficiency and profitability. Majority of the cost drivers are related either to the level of activity or the complexity of the production or marketing process.

Transition from Static to Dynamic Images in Wallace Stevens’ poems :: Biography Biographies Essays

Transition from Static to Dynamic Images in Wallace Stevens’ poems â€Å"Description restores vitality to the plain visual object† (Altieri, 250). Take for example when Horatio, after having seen the ghost the first act of Hamlet, notices the beginning of the new day: â€Å"But, look, the morn in russet mantle clad, walks o’er the dew of yon high eastward hill.† (Shakespeare, 347). He doesn’t say â€Å"Sun’s coming up!† and we do not read Shakespeare in hopes that he would. Instead we are given a description of the sun and it’s movement. This two part description is vital to the beginning of the entire play, and closes the scene succinctly. It provides first a visual image for the reader or listener to imagine, and then gives motion, in this case to indicate that the play has been set into motion by something outside the control of the characters. Transition from a static image to that of a dynamic one gives vitality to several of Wallace Stevens’ poems, furthering their motion and direc ting their impression. Before addressing any of Stevens’ poems, it must be made clear that this argument is narrowly focusing itself on the visual images within several of Stevens’ poems. To fully examine the sidelines and tangents of a single poem would be impossible, as the poems themselves grow with discovered philosophies, and appeal to innumerable viewpoints and interpretations. Furthermore, because the word image can have a multiplicity of meanings and derivatives, depending on the school of thought the reader has absorbed, I will constrain the definition of image, within this paper, to the stoic â€Å"To describe; especially to describe as to call up a mental picture of† (Morris, 657). In â€Å"Study of Two Pears† (Stevens 180) we find 13 sentences within a 24 line poem, and each line composed of only 4 words, on average, per line. It would seems odd for such short sentences to be so descriptive. However, â€Å"A catalogue of vivid effects would pall pretty quickly, and Stevens’ sensuous particulars do not pall. He keeps them simple, often short, and sometimes achieves a remarkable sense of presence† (Cook 154). This presence builds throughout the poem. It begins with the scientific terms for the two pears in question, â€Å"Opusculum paedagogum† and states that they are pears and â€Å"resemble nothing. Transition from Static to Dynamic Images in Wallace Stevens’ poems :: Biography Biographies Essays Transition from Static to Dynamic Images in Wallace Stevens’ poems â€Å"Description restores vitality to the plain visual object† (Altieri, 250). Take for example when Horatio, after having seen the ghost the first act of Hamlet, notices the beginning of the new day: â€Å"But, look, the morn in russet mantle clad, walks o’er the dew of yon high eastward hill.† (Shakespeare, 347). He doesn’t say â€Å"Sun’s coming up!† and we do not read Shakespeare in hopes that he would. Instead we are given a description of the sun and it’s movement. This two part description is vital to the beginning of the entire play, and closes the scene succinctly. It provides first a visual image for the reader or listener to imagine, and then gives motion, in this case to indicate that the play has been set into motion by something outside the control of the characters. Transition from a static image to that of a dynamic one gives vitality to several of Wallace Stevens’ poems, furthering their motion and direc ting their impression. Before addressing any of Stevens’ poems, it must be made clear that this argument is narrowly focusing itself on the visual images within several of Stevens’ poems. To fully examine the sidelines and tangents of a single poem would be impossible, as the poems themselves grow with discovered philosophies, and appeal to innumerable viewpoints and interpretations. Furthermore, because the word image can have a multiplicity of meanings and derivatives, depending on the school of thought the reader has absorbed, I will constrain the definition of image, within this paper, to the stoic â€Å"To describe; especially to describe as to call up a mental picture of† (Morris, 657). In â€Å"Study of Two Pears† (Stevens 180) we find 13 sentences within a 24 line poem, and each line composed of only 4 words, on average, per line. It would seems odd for such short sentences to be so descriptive. However, â€Å"A catalogue of vivid effects would pall pretty quickly, and Stevens’ sensuous particulars do not pall. He keeps them simple, often short, and sometimes achieves a remarkable sense of presence† (Cook 154). This presence builds throughout the poem. It begins with the scientific terms for the two pears in question, â€Å"Opusculum paedagogum† and states that they are pears and â€Å"resemble nothing.

Food and Agriculture in Panama Essays -- Panama Farming Agricultural E

Food and Agriculture in Panama Agriculture is big business in Panama. Not only does it account for much of the country's exports (over 50%), but subsistence farming still employs many Panamanians who only grow enough food to feed their families (nationalencyclopedia.com). The main crop in Panama is bananas by a large margin, and is also one of the countries largest exports. Besides bananas, the other main exports are sugar and coffee beans, while the largest domestic crops are corn, rice, cocoanuts, tobacco and the exotic root vegetable yucca (Bennett 78). In spite of the fact that agriculture employs a large portion of the population and uses approximately half of the land, agriculture in Panama is in trouble. Panama’s tropical maritime climate poses some restrictions to the growth of crops, but the troubling issue at hand is the erosion of soils. As Panama’s population grows rapidly and the rainforest is cleared, overuse of soils and improper agricultural methods are threatening t he growth of crops and draining Panamanian soils. As much of Panama’s political history and current economy is tied to agriculture, this is an issue that will raise many questions for the future of Panama. Bananas have a long history in Panama. Bananas are grown best in humid lowland regions, and in Panama, this means on the Atlantic side of the country (Bennett 70). Production does, however, extend to the Pacific side of Panama with successful irrigation methods (Bennett 71). United Fruit, an American company, moved into Panama in 1899, and owned as much as 70% of the Panamanian banana industry up until the 1970’s (country-studies.com). As bananas can count for as much as 33% of Panama’s total exports, very li... ...e and thus crop yields are declining (Croat 465). To avoid an agricultural crisis, sustainable agricultural practices must be developed and implemented in Panama. Works Cited Bennet, H. (1926). Agriculture in Central America. Annals of the Association of American Geographers, Vol. 16, No.2. pp. 63-84. http://www.country-studies.com/. Agriculture. Retrieved 11/27/07 from www.country-studies.com/panama/agriculture.html. Croat, T. (1972). The Role of Overpopulation and Agricultural Methods in the Destruction of Tropical Ecosystems. Bioscience, Vol.22, No. 8. pp. 465-467. http://www.frommers.com/. Food and Drink. Retrieved 11/27/07 from www.frommers.com/destination/panama/3285020880.html. www.nationsencyclopedia.com . Panama Agriculture. Retrieved 11/27/07 from www.nationsencyclopedia.com/economies/Americas/Panama-AGRICULTURE.html.

Discuss the Major Issues Associated With Expatriate Failure and Assess Some Strategies HR Can Formulate and Implement In Order To Increase the Rate of Successful Assignments

Introduction The importance of the management of expatriate’s has grown as the number of multinational companies has increased significantly over the last few decades, therefore increasing the need to be aware of potential problems which could cause high failure rates in expatriate assignments (Anderson,2005). Porter and Tansky (1999) write that an unsuccessful expatriate assignment is very costly for both an organisation and the expatriate themselves. But despite this very few companies have adequate processes for both selecting and training these expatriates. As Harzing (1995: 457) notes, virtually every writer measures expatriate failure as â€Å"the percentage of expatriates returning home before their assignment contract expires†. Brewster (1988) also defines failure as assignments where expatriates were brought home earlier than planned. Brewster and Scullion (1997) say that the fact that corporations have heavy cost pressures has led to the policies for employee movement acro ss countries being looked at. They also observe that it is becoming more noticeable that both the social and economic cost of failure in business abroad is more damaging than business done in home countries, especially in terms of market share and damage of customer trust (Zeira and Banai,1984). It is therefore pertinent for academic research to both look at the major issues associated with expatriate failure and why expatriates often ‘fail’ in their assignments. From reading the literature these can be identified mainly as a lack of thorough selection procedures from employers to identify which managers would be successful on assignments in foreign countries. This can range from not identifying what attributes certain candidates have that would make them more likely to succeed, to not identifying the family situations of potential expatriates which would also be conducive to successful assignments abroad. Once these factors have been identified it is then logical to assess what procedures could be put in place for the company to stop failure of expatriate assignments and how they can identify successful candidates for the roles. This is the format this essay will follow. Reasons for expatriate failure This study will first look at the issues associated with expatriate failure and what reasons and factors there are which lead to this end result. Enderwick and Hodgson (1993) observe that expatriate failure is caused by rash recruitment policies combined with preparation and training which is not thorough enough for the manager. This draws attention to the limited role of HR in the management of expatriates, and Halcrow (1999) also writes that HR are confined to administrative support as opposed to playing any meaningful role in any strategic aspects. It is this lack of attention to detail and impulsive selection practice for expatriates which causes many of the problems. It fails to identify different characteristics and traits which are likely to be conducive to success in expatriate projects. Klaus (1995) notes that in the majority of companies expatriate selection happens quickly and irrationally. Something which is inherent in many international businesses is the fact that their selection procedures for expatriate managers are rather informal and they do not possess thorough enough assessments (Brewster.1991). Mendenhall and Oddou (1985: 39) argue that companies often think that domestic performance success would equal overseas performance success, regarding the manager’s technical skills as being the most important factor to consider when looking at candidates to select for managing projects abroad. This shows a disregard for identifying the differences which can affect performances in different countries and cultures. The underlying assumption that companies who use this formula is that â€Å"Managing [a] company is a scientific art. The executive accomplishing the task in New York can surely perform as adequately in Hong Kong† (Baker & Ivancevich,1971: 40). Therefore a lot of multinational companies tend to send the manager and their family to the foreign countries without any cultural training. And when training is administered it is often far too broad or is not followed up with any reflection on how effective it was (Tung, 1981). Brewster and Scullion (1997) discuss these difficulties that International companies who do actually undertake training and development programmes for expatriates come across. The first of these is that the manager not only has to adjust to a new job but also to an entirely different culture which they are not familiar with (Mendenhall and Oddou, 1985). As well as this, there is the family to consider. Training programmes for families also needs to be addressed as this is considered a major factor behind expatriate failure, and this is often not addressed correctly or at all. There is however, evidence that managers themselves value cultural training an awful lot and see the benefits from this (Brewster and Pickard, 1994). Cross-cultural training has long been proven to enable effective cross cultural assignments, yet still a lot of firms do not utilise this (Black, 1988). Different training and developmental models for these managers working abroad have been worked on over the last decade. These tend to take into account the job and the individual as well as the culture before deciding the amount and type of personal development that is required (Tung, 1981). Mendenhall and Oddou (1986) have developed a ’cross- cultural training approach’, consisting of three varying levels. Information-giving approaches are those which consist of factual briefings and cultural awareness development. Affective approaches would usually consist of cultural development combined with different scenarios and role plays. Finally, immersion approaches. These are different styles of assessment centres and in the field experience and scenarios. According to this model the style of management training given should take into account on a number of factors dependent on the project and the manager. These could include the length of stay and the amount of integration required to fit in with the host culture.(Mendenhall and Oddou, 1986) Mendenhall et al. acknowledge there are many personal obstacles which could lead to many expatriates not completing their assignments and being branded a failure. These include factors such as â€Å"culture shock, differences in work-related norms, isolation, homesickness, differences in health care, housing, schooling, cuisine, and the cost of living, to name but a few† (1987: 331). These are all personal characteristics and attributes which would affect expatriate manager’s morale and ability to do an effective job. Porter and Tansky (1999) write that a high learning orientation is critical for an expatriate manager, this is because they will have continual experiences which are not similar to those they usually experience, and will need to be able to be resilient in the face of different challenges. Anderson (2005: 567) notes that although in the private sector the selection of expatriates is usually down to their technical competence, with â€Å"minimal attention being paid to the interpersonal skills and domestic situations of these potential expatriates†, that non-government organisations do actually utilise methods such as psychological testing and a variety of methods to ensure that the expatriates family is taken into consideration as well . These methods therefore usually lead to more effective expatriate assignments and less failures, in the next section of this report we will delve deeper into ways in which the likelihood of expatriate success can be increased. What can be done to improve expatriate failure rates? Currently the selection processes for expatriate candidates are not effective enough in predicting which managers will be successful in these assignments. It is necessary to focus on how these can be improved to address the rate of failures among expatriates. Halcrow (1999) has reported that less than two thirds of a survey of HR professionals identified personality as an important consideration when picking expatriate candidates, and 11 percent said it has little or no importance at all to the process. Family issues were also given the lowest of priorities, and 25 percent did not regard them as important. Here then, are the issues that need to be addressed, as can be seen from the previous section whereby these were identified as major factors in the success of expatriate projects. Effective selection, training and placement of expatriate managers is critical to international success argue Nicholson et al. (1990), and therefore the procedures put in place for this need to be effecti ve. Mendenhall et al.(1987: 333) state they have attempted to find the criteria which can predict productivity and acclimatisation in overseas assignments, and that a set of personality factors have been identified by numerous authors. They profess that these are â€Å"self-orientation, others-orientation and perceptual orientation† . Self-orientation includes factors such as how to reduce stress and how managers deal with being alone whilst abroad. ‘Others’ orientation includes factors such as how good the manager is at forming relationships and their ability to communicate with others. ‘Perceptual’ orientation includes different factors such as how flexible a person is and how open minded they can be. However, they indicate that US firm’s still appear to use only technical competence as their criteria for expatriate selection, and this is what needs to change as that is not a great predictor of expatriate manager success. The model proposed by Ay can (1997) also says that factors should be identified which are expected to account for a substantial amount of variance in expatriate adjustment. This is the fit between the expatriate and their environment which leads to less stress and better work productivity. This encompassed psychological, socio cultural and work adjustment. It is also required that organisational support and preparation is necessary. Porter and Tansky write about the possibility of a learning orientation which could be important for both assessment and training for expatriates. They suggest that employee’s with weaker learning orientation could result in low levels of judgement in challenging foreign circumstances and vice versa. They state that this learning orientation approach could â€Å"benefit employees and their families and can increase the organisation’s chance for international success† (1999: 48). Porter and Tansky (1999: 50) observe that to eliminate the risk of expatriate failure that more emphasis should be placed on: â€Å"better identification of employee’s who are likely to function effectively in different cultures, development activities to enhance functioning in the expatriate role, and systematic analysis of problems during the expatriate assignment.† Mendenhall et al (1997) observe the impact upon spouses and families is also not taken into account when sel ecting managers for expatriation. As can be seen in the previous half of this report, how their family copes with the relocation can impact greatly upon the morale of expatriate managers. Some academics also suggest that the families of expatriates should be assessed on similar criteria to the managers themselves. Stone (1986) observes that failing to identify this problem is the greatest failure in the selection process for expatriates. Therefore one would have to agree that, as the family is seen as a major factor in whether a expatriate manager succeeds or not then they should definitely be taken into account during the selection process. Guptara (1986) has written that there are a number of psychological tests that can be used in the recruitment processes for expatriates to test such psychological traits which could be conducive to successful expatriates, however this does not appear to be commonplace in corporate recruitment processes. Ioannou (1995) discusses the results of a National Foreign Trade Council of New York survey. Here it was shown that a variety companies did not use any form of psychological testing for possible expatriate managers. Tung (1982) finds that it is extremely rare that a company carries out a thorough assessment of a manager who is being considered to work in another part of the company abroad. Porter and Tansky (1999) advocate the application of a learning orientation to help this. They suggest questionnaire responses to show details on a managers beliefs about different traits and if they possess them. As well as task simulations to show if a person has different learning orientation beh aviours. For example who which people will look for new strategies rather than rescind from these strategies when things do not go as planned immediately (1999:52).Here can be seen the discrepancy between academic musings on the topic and that of the practitioners. Writers emphasise soft skills while actual research into company practice indicates an obvious reliance on technical competence for the selection. If this were to change then expatriate projects may achieve a greater success rate. Two major propositions can also be derived from Mendenhall and Oddou (1985) findings. The first would be that expatriate cultural adaptation is a multi dimensional process rather than a one dimensional one. This means that selection procedures of international companies for expatriates should be changed from their present one dimensional focus on technical competence as the most important criteria towards a more multi dimensional one. This should focus therefore focus on personal attributes which may be conducive to success working as an expatriate manager. Mendenhall and Oddou (1985) also recommend that training which deals with these factors needs putting in place, and which needs to be multi dimensional as opposed to one dimensional. Gudykunst, Hammer, and Wiseman (1977) combined a number of differing development approaches and compared the cultural adaptation abilities of managers who received the integrated training with managers who were the recipients of just one dimensional training. Integrated training produced much greater levels of culture adaptation. Along with other academics they again mention that both the selection and training processes must include the family of the expatriate. As well as this the culture adaptation training should be given to the expatriate’s family. As observed in the first half of this essay, it was shown that it was vital that not only the expatriate manager themselves, but also their family was happy as both had an effect on morale and performance. Corporate HR teams should have a clear direction to also hire a work fore who are internationally comfortable and experience too. Thus these would prove to be effective expatriate managers as they are relatively used to the process and overcoming the challenges they would face (Mendenhall and Oddou.1985). Conclusion In conclusion as many academics have identified there are serious problems with the way many corporations select and manage expatriate managers and their assignments. Many problems stem from the initial selection stage which is seen to be very lax and informal from many different businesses. These initial mistakes in the selection process mainly centre around focusing purely on technical competencies within managers for expatriate selection, and this has been proven to not be the most successful of indicators for success in international assignments of this manner. This is because it fails to take into account other factors which make a person more likely to be successful. This can include personality traits such as adaptability and how resilient they are. It also neglects the domestic and family situation of different managers, and indeed many HR teams have said that they do not even take this into consideration or treat it as important at all. Academics have also suggested solutions to these problems in the way of recruitment processes and training processes which would be incredibly useful for business’s to implement with their selection and training for expatriates. These vary from personality tests to assess the traits that people have and if these would be conducive to being successful as an expatriate manager abroad, to a variety of assessment centre styles testing out people in different scenarios and if they were the type of person likely to succeed. As well as this it would be recommended that companies look at the family of potential expatriate managers to see if these were also likely to be happy once moving abroad as this has a visible and proven impact on the morale of expatriate managers. Training also needs to be more effective and focus on broader issues as opposed to just technical competency and understanding company systems fully, but to train expatriate managers culturally as well. 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